PuneProposal PDF

INDIA SMART CITY MISSION

MISSION TRANSFORM-NATION
THE SMART CITY CHALLENGE

STAGE 2
SMART CITY PROPOSAL
SMART CITY CODE:
MH-02-PUN
CONTENTS QUESTION NO. PAGE NO.

A. CITY PROFILE 1-8 7-22
B. AREA-BAS ED P ROPOS AL 9-18 23-44
C. PAN-CITY PROP OSAL(S) 19-30 45-61
D. IMPLEMENTATION PLAN 31-36 62-76
E. FINANCIAL PLAN 37-43 77-86
ANNEXURES (1-4)
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CHECKLIST
All fields in the SCP format document have to be filled. The chart below will assi st you in verifying
that all questions have been answered and all fields have been filled.
Q. No TICK
PART A: CITY P ROFILE
1. ✔ QUALITY OF LIFE
2. ✔ ADMINIS TRATIVE EFFICIENCY
3. ✔ SWOT
4. ✔ STRATEGIC FOCUS AND BLUEPRINT
5. ✔ CITY VIS ION A ND GOALS
6. ✔ CITIZE N ENGA GEMENT
7. ✔ SELF-ASSESSMENT: BASELINE
8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES
PART B: AREA BASED PROPOSAL
9. ✔ SUMMARY
10. ✔ APPROACH & METHODOLOGY
11. ✔ KEY COMPONE NTS
12. ✔ SMART URBA N FORM
13. ✔ CONVERGE NCE AGENDA ✔ Table 1
14. ✔ CONVERGE NCE IMPLEME NTATION
15. ✔ RISKS ✔ Table 2
16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN
17. ✔ SUCCESS FACTORS
18. ✔ MEASURABLE IMPACT
PART C: PAN-CITY PROP OSAL(S)
19. ✔ SUMMARY
20. ✔ COMPONE NTS
21. ✔ APPROACH & METHODOLOGY
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22. ✔ DEMAND ASSESSMENT
23. ✔ INCLUS ION
24. ✔ RISK MITIGATION ✔ Table 3
25. ✔ FRUGAL INNOVATION
26. ✔ CONVERGE NCE AGENDA ✔ Table 4
27. ✔ CONVERGE NCE IMPLEME NTATION
28. ✔ SUCCESS FACTORS
29. ✔ BENEFITS DELIVERE D
30. ✔ MEASURABLE IMPACT
PART D: IMPLEMENTATION PLAN
31. ✔ IMPLEME NTATION PLAN ✔ Table 5
32. ✔ SCENA RIOS
33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS
34. ✔ CONVERGE NCE ✔ Table 7
35. ✔ PPP ✔ Table 8
36. ✔ STAKEHOLDER ROLES
PART E: FI NANCI AL PLAN
37. ✔ ITEMISED COS TS
38. ✔ RESOURCES PLAN
39. ✔ COS TS
40. ✔ REVENUE AND PAY-BACK
41. ✔ RECOVERY OF O&M
42. ✔ FINA NCIAL TIMELINE
43. ✔ FALL-BACK PLAN
ANNEXURE 1 Smart City features

ANNEXURE 2 A-3 sheets (self-assessment )
ANNEXURE 3 max 20 sheets (A-4 and A -3)
ANNEXURE 4 Documents for Question 33
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INSTRUCTIONS
1. This document must be read along with the Smart City Mission Guidelines. An electronic version of
the SCPformat is also available on the website <smartcities.gov.in>
Follow: ‘Downloads’ > ‘Memos’.
2. The respons es must be within the word limits given. The font size must be 12 Arial, with 1.5 spacing,
left aligned paragraphs with one inch margins. All additional information must be given in 20 nos. A-4
size pages in Annexure 3.
3. For the A rea-Based Proposal, only one ‘Area’ should be selected. The A rea selected can be a
combination of one or more types of area-bas ed developments. This can be retrofitting or
redevelopment or greenfield alone or a combination of these, but the area delineated should be
contiguous and not at separate locations in the city.
4. The Area-bas ed Development must contain all the Essential Features as per para 6.2 of the Mission
Guidelines. Please fill out the following checklist.
S. Essential Feature Confirm Para. No.

No if in SCP
included
()
Assured electricity supply with at least 10% of the Smart City’s

1.
energy requirement coming from solar
✔ Q.16: Para1,2
Adequate water supply including waste wat er recycling and storm

2.
water reuse ✔ Q.16: Para 3,4
3. Sanitation including solid waste management ✔ Q.16: Para 5
4. Rain water harvesting ✔ Q.16: Para 6
5. Smart metering ✔ Q.16: Para 7
6. Robust IT connectivity and digitalization ✔ Q16: Para 8
7. Pedestrian friendly pathways ✔ Q.16: Para 9
Encouragement to non-motorised transport (e.g. walking and

8.
cycling) ✔ Q.16: Para 10
9. Intelligent traffic management ✔ Q.16: Para 11
10. Non-vehicle streets/zones ✔ Q.16: Para12
11. Smart parking ✔ Q.16: Para 13
12. Energy efficient street lighting ✔ Q.16: Para 14
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Q.16: Para 15
13. Innovative use of open spaces ✔
Q.16: Para 16
14. Visible improvement in the A rea ✔
Q.16: Para 17
15. Safety of citizens especially children, women and elderly ✔ (1),(2)
At least 80% buildings (in redevelopment and green-field) should

16.
be energy efficient and green buildings
In green-field development, if housing is provided, at least 15%

17.
should be in ‘affordable housing’ category.
Q.18 a(2),(3):
18. Additional ‘smart’ applications, if any ✔ ABB Card, e-SPV
5. The pan-city Smart Solution should be IT enabled and improve governance or public services. Cities may
propose one or two such Smart Solution(s). If more than one solution is presented kindly use
supplementary template 'P an-City Proposal No 2'.
6. In order to make the proposal credible, all claims must be supported with government order, council
resolutions, legal changes, etc and such supporting documents must be attached as Annexure 4.
7. The Questions can be answered directly in this editable PDF file and can be saved on local computer,
before printing. Your submission in electronic form should contain:
1. The SCP in whole (92) pages
2. The Self Assessment Sheet (Annexure 2)
3. Additional 20 Sheets (Annexure 3)
4. Additional list of Documents (Annexure 4)
Electronic submission to be sent on DV D along wit h printed copies. 5 printed copies of the SCP
document (complet e in all respect) should be sent to MoUD along with the DVD containing the complete
electronic copy. The printed copies should be spiral bound as separate volumes.
It is advised to use latest version of Acrobat Reader (Acrobat XI or higher) to fill the form.
Acrobat Reader XI c an be downloaded from:
https://www.adobe.com/support/downloads/thankyou.jsp?ftpID= 5507&fileID=5519
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SCORING DIVISION
TOTAL 100 POINTS
CITY-LEVEL: 30
AREA-BASED DEVELOPMENT: 55
PAN-CITY SOLUTION: 15
CITY LEVEL CRITERIA: 30%

S.No. Criteria %
1. Vision and goals 5
2. Strategic plan 10
3. Citizen engagement 10
4. Baseline, KPIs, self-assessment and potential for 5
improvement
AREA-BASED DEVELOPMENT (ABD): 55%

S.No. Criteria %
1. ‘Smartness’ of proposal 7
3. Results orientation 15
4. Process followed 3
5. Implementation framework, including feasibility 25
and cost-effectiveness
PAN-CITY SOLUTION: 15%

(If more than one solution is proposed, each proposed solution
will be graded separately and the average of the two aggregate scores
will be awarded to the city toward the 15% overall weightage)
S.No. Criteria %
1. ‘Smartness’ of solution 3
3. Results orientation 5
4. Process followed 1
5. Implementation framework, including feasibility 5
and cost-effectiveness
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A. CITY PROFILE
1. QUALITY OF LIFE
In the last three years, what efforts have been made by the city to improve livability, sustainability and
economic development? Give specific examples along with improvement with KPIs that are in t he
public domain and/ or can be validated. Your answer should cover, but not be restricted to (Describe in
max. 50 words each, mentioning the source of the data):
a. Transportation condition in the city
■ Pune relies solely on buses for public transportation. Detailed roadmap created for 98
km of an integrated BRT system, of which 8 km is already functional, with good daily
ridership of 30,000. Another 11 km will be functional by January 2016. 660 buses have
been hired by the PMPML for the BRT corridors. Intelligent traffic management system
(ITMS) has been installed in 220 buses (PIS, two-way communication, control centre).
Online ticketing rolled out based on Common Mobility Card Guidelines. 464 new bus
shelters were installed and 2 new depots will be functional.
■ 100 km of roads and 200 km of footpaths have been constructed (Ref.1)
■ Two metro lines totaling 31 km have been approved by Government of India
b. Water availability in the city and reduction in water wastage/ NRW
Pune has sufficient water at aggregate level—1,250 mn liters per day, or 219 lpd per
citizen. The focus has been to improve supply and reduce leakages. It addresses 95% of
visual leakages in 24 hrs with a 75 member team. Commissioned New Warje WTP (200
MLD) in 2015; about to complete Vadgaon WTP (125 MLD); construction of Parvati WTP
(500 MLD) is going on in full swing. About to complete laying of 12kms long supply line
from Khadakwasla dam to Parvati WTP. Construction of jackwell in Khadakwasla dam is
in final stages. Initiated systems for online collection of water bills; received approval to
kick off drive to regularize illegal water connections. Constructed 3 new reservoirs at
Kharadi, Katraj and Bakri Hill.
c. Solid waste management programs in the city
■ Significant progress under Swachh Bharat - featured as model city in the GOI
newsletter, https://swachhbharaturban.gov.in/writereaddata/SBM_newsletter.pdf
■ Increase in segregation from 23.8 percent in 2012 to 57.2 percent by 2015 and in
collection efficiency from 70.9 percent in 2012 to 90 percent in 2015. Door-to-door
collection is underway in 15 prabhags and 15 prabhags have zero waste
■ PMC is in process to sign contracts with SWaCH and Janwani to improve collection
efficiency in slums from 35% to 100%.
■ 100 percent scientific disposal since 2010 and no open dumping – scientific land filling
and capping
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d. Safety/ security conditions in the city
■ Pune’s share of crimes (for million-plus cities) has come down from 2.6 percent in 2012
to 2.3 percent in 2014.
■ First city in Maharashtra to have 24x7 surveillance using around 1,300 CCTV cameras.
■ Apps used to check registration details of vehicles on a real-time basis.
■ Automatic number plate recognition (ANPR) cameras used to identify stolen cars.
■ Social media services used to connect and communicate with citizens.
e. Energy availability and reduction of outages in the city
■ 98 percent households have electricity connections, as compared to 93 percent for

urban India
■ Pune has 90 percent billing efficiency and collection efficiency has increased from 97%
in 2013 to 99.7% in 2015
■ Aggregate technical and commercial (AT&C) losses are low at 9.8 percent, as
compared to overall utility (Maharashtra State Electricity Distribution Company Limited
[MSEDCL]) losses at around 25 percent.
■ The Pune Municipal Corporation doesn't have official load-shedding schedule
■ Promotion of solar energy - solar water heating compulsory in certain buidings in DC
f. Housing situation in the city, specifically role of municipality in expediting building plan approvals,
enhancing property tax collection, etc
■ 85% coverage of properties under the property tax

■ Property tax increased from nearly INR 293 cr in 2011 to around INR 550 cr by 2014.
■ Slum Rehabilitation Authority has completed 38 projects till now, 21 over the last 3
years, targeting 7176 tenements. 34 projects are currently going on targeting10,092
tenements
■ Permission time has been reduced from around 45–50 days to 21 days through the
automated building plan approval system.
■ 6.7 mn sq ft of new floor space index (FSI) was approved in 2014–15.
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2. ADMINISTRATIVE EFFICIENCY
In the last three years, what have been the changes in Administrative Efficiency due to the use of
Information and Communication Technology (ICT) (Describe in max. 50 words each, mentioning the
source of the data):
a. Overall attendance of functionaries
■ Initiated biometric attendance system in 2011 for all ~13,000 employees of PMC
■ Provided PMC employees with information on software, hardware drivers, orders, GRs,
quick links to frequently used portals, font-conversion tools (Marathi to English and vice
versa), daily announcements via department scorecards, smartgov newsletters, smartgov
website and the smartgov roadmap
■ Arranged for continuous evaluation of department-wise service level benchmarks
(SLBs) and highlighted key areas for improvements updated regularly
■ Started departmental scorecards, smartgov newsletter, smartgov website/ roadmap
b. Two-way communic ation between citizens and administration
■ Online engagement with Punekars through Facebook page, YouTube channel,

Instagram page, Monthly newsletter, website, twitter and apps.
■ Developed online Complaint Management System for citizens to raise their grievances,
supported by tracking of status through SMS and e-mails to citizens
■ Provided PMC connect portal for citizens to obtain information on community-level
facilities, property tax, etc. This is facilitated with SMS feedback from PMC
■ Public views, opinions, updates, and feedbacks are welcomed through emails. Plan to
facilitate citizen-to-administration communication through development of a citizen-centric
call center and app
c. Use of e-Gov to enable hassle free access to statutory documents
■ PMC website hosts all important communications, notifications and citizen-centric

forms
■ PMC shares major statutory documents on its website, e.g., Development plan (DP),
annual budgets, property tax, detailed project report (DPR), expression of interest (EOI)
and tendering, recruitment related information, RTI monthly reports, e-newsletter, contact
information, elections details, right to services and citizens’ charter
■ Consequently, efficiency has increased significantly - 1.5 mn downloads of the old DP
over the last 3 years; online payment of property tax increased from 47 crore in 2012-13
to 123 crore for the first 6 months of the current fiscal
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d. Dashboards that integrat e analytics and vis ualization of data
■ Track key indicators of the property tax department, e.g., target, status of property tax
collection and collection by each inspector via a centralized dashboard
■ Requisite management information system (MIS) details of all welfare schemes
administered through the urban community development (UCD) department, represented
on the UCD dashboard
■ Requisite MIS details of all marriage registration approvals issued through PMC’s 15
ward offices, represented on the marriage registration dashboard.
■ Single-click information availability and analysis facilitated through integration of
multiple dashboards to be started in the 2-3 months
e. Availability of basic information relevant to citizens
■ All basic information involving DP, annual budgets, property tax, DCR, EOI and
tendering, recruitment-related information, RTI monthly reports, e-newsletter, contact
information, etc. are available on the PMC web portal.
■ Information available through mobile apps and call center with good reach
■ Basic information provided through FAQs and the RTI section (4)
■ Telephone directory of officers, with details like name, designation, phone numbers is
published and frequently updated on the website:
punecorporation.org/informpdf/TelephoneBill/Telephone_Directory_June_2015.pdf
■ Until now, PMC website has received 5.7 million unique visitors over the last 3 years
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3. SWOT
Based on the detailed city profiling, what are the strengths and developmental areas of the city?
Conduct a detailed SWOT analysis of the city with all relevant metrics and data. (max 1000 words):
Strengths of Pune
Pune has been able to create one of the strongest human capital and economic growth
engines among Indian cities. With 811 colleges, it is often called the “Oxford of the East”.
This has resulted in more than 30% graduate workforce, which has triggered the IT
revolution in the city. Almost all of the top IT companies in the country have their
presence here, making it the 2nd biggest software hub in the country. The city also has a
strong manufacturing base across auto and engineering. Thus, Pune is among the top
five foreign direct investment (FDI) destinations in India. It is also one of the successful
start-up destinations in India with more than 400 local start-ups.
Pune’s educated citizens have also been instrumental in driving participative governance,
which is again one of the best across Indian cities. Pune City Connect is a forum to bring
corporates and eminent citizens together to work on corporate social responsibility (CSR)
activities on city-level issues.
Pune has sufficient water at aggregate level (1,250 mld). Citizens get average water of
220 lpd, which is much higher than the 150 lpd benchmark (as compared to other cities
like Delhi, Chennai and Hyderabad). Pune also has a comfortable climate with
temperatures ranging from 12 to 38 degrees Celsius. The city is also called the cultural
capital of Maharashtra, with a thriving arts and culture centre. It was the seat of power of
Deccan India during the Peshwas in the 17th and 18th centuries and has promoted arts
and literature ever since.
Encouraged by this, Pune Municipal Corporation (PMC) has also been at the forefront to
deliver core urban services well. The city today has 94 percent households with tap water
(71 percent for urban India), 57 percent MSW segregation (highest in India), 97 percent
population covered by sewage systems (63 percent for urban India), 220 lpd water
(highest in India among top 10 cities), and 98 percent electricity coverage with no
load-shedding. PMC spent INR 9,461 per citizen in 2013–14 (3rd highest in India after
Delhi and Mumbai). It has been the leading city under the Swachh Bharat Abhiyan.
PMC has also been able to manage its finances well and has recently received an AA
rating from Fitch—an independent testimony to its strong balance sheet and fiscal
prudence.
continue on next page
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Areas of improvement
While Pune has been able to deliver on most core urban services, top most area which
needs significant improvement is mobility.
A significant rise in the number of private vehicles and the lack of public transportation
options have led to massive congestions across the city, with an average speed of 18
kmph. Pune is the only city among the top eight in the country without a mass rapid
transit system (MRTS). The average number of buses per lakh population is only 37,
compared to the benchmark of 55. This has resulted in 18 percent share of public
transportation vs the 50 percent benchmark. The city has also grown radially, with most
new job opportunities in IT and manufacturing being created on its outskirts. This has
increased the average trip length to 10 km (Ref. 2), with 30 percent of bypass traffic
going through the heart of the city. A lack of ring roads makes matters worse. While 50
percent of the commute is less than 5 km, limited non-motorised transport (NMT) options
for pedestrians and cyclists has discouraged usage.
Also, while there is abundant water at an aggregate level, inequality of water distribution
among citizens is a challenge. Around 85 percent of citizens get more than 150 litres per
capita, per day (lpcd) benchmark whereas 14 percent of citizens get less than the
stipulated amount on daily basis. This is driven by the lack of infrastructure (e.g.,
reservoirs, pipelines) in certain regions, about 30 to 35 percent non-revenue water
(NRW) due to internal leakages and lack of water metering leading to excess
consumption.
The housing challenge also needs to be addressed. Twenty-eight percent of the city’s
households live in slums (compared to 17 percent for national average).
Finally, while Pune was earlier known for its dense tree cover and good environment,
urbanization has taken a toll on the liveability and sustainability parameters. Air quality
(PM10 levels) in Pune stands at 91 compared to the ideal state of 60. Upto 355 mld
untreated sewage is discharged into the Mula-Mutha river, which has biochemical oxygen
demand (BOD) levels of 50 to 80. Sound pollution, driven by congestion, is one of the
highest among top Indian cities. With its unplanned growth, Pune lacks the benchmark
levels of open spaces (7 percent vs 15 percent).

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Opportunities going forward and further threats that must be addressed
Pune must capitalize on its human capital and economic prowess to leapfrog and
become one of the top investment destinations in Asia. With India continuing to grow at 7
to 8 percent for the next decade, Pune should attract investments coming to India for
high-end jobs. It has the necessary human capital to be the destination for high-end jobs,
such as technology start-ups, high-end IT, R&D and innovation labs for manufacturing
companies. This will also trigger job creation in the city, which has not happened in the
last decade, and will address the issue of lack of mixed-use development, reducing lead
distances to work and promoting walk-to-work.
One of the critical enablers of job creation will be the ease of doing business. Pune must
capitalize on and further improve its good governance to become one of the top 10 cities
on the parameter of ease of doing business.
It could also make the most of its rich natural and cultural heritage to build a vibrant city
besides being economically strong. With three rivers, Pune has the potential to develop
its riverside tourism in the manner of other global cities like Seoul, London and
Amsterdam.
Finally, as Pune grows into an economical and cultural powerhouse, urbanization rates
will intensify significantly, putting severe pressure on the already stretched infrastructure.
Based on deep econometric analysis, the population is likely to increase from 3.5 mn
today to about 5 mn by 2030 (Ref. 3) . If suitable measures are not taken, the urban
infrastructure will collapse. Peak hour traffic speed will come down from 18kmph to 10-12
kmph by 2030 (Ref. 4).
To meet future infrastructure needs, Pune will need to invest INR 50,000-55,000 cr in the
next 15 years (Ref. 5). It must also leverage its existing assets (e.g., land monetization)
and create mechanisms to borrow from the market to meet its infrastructure funding
needs.
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4. STRATEGIC FOCUS AND BLUEPRINT

Based on the SWOT analysis, what should be the strat egic focus of t he city and the strategic blueprint
for its development over next 5-10 years to make it more livable and sustainable? (max 500 words):
Based on the SWOT analysis, Pune has come up with five strategic requirements:
1. Fix core urban infrastructure and make it “future-proof”
Based on econometric analysis and financial modeling, PMC will require around 2500 cr
per year (capex + opex) up to 2030 to completely overhaul and fix its infrastructure
(Exhibit 1) (Note: this is assuming that PMC contributes 10% for metro, 60% for
additional buses and nothing on ring roads, with funds coming from other sources for the
balance) (Ref. 6). As strategy, PMC will think proactively to fix infrastructure for the future.
Most cities do not take into account urbanization and population growth, thus creating
infrastructure that always lags demand.
Besides a long-term fix, the city would also like to move quickly in the next five years and
fix infrastructure as much as possible, with all “less is more” (e.g. junction/ street design)
and ICT solutions implemented along with significant progress in BRT (70 km in 5 years),
ring road (2 done in 5 years) and metro (phase 1 - 31 km done in 5 years). A
comprehensive framework has been drawn for the core sectors, e.g., mobility and water
(Exhibits 2 and 3). Pune will also need to fix the housing challenge with 20,000 cr
required for affordable and mass housing in the next 5 years (5000 cr for slums).
2. Leverage multiple sources of funds to fulfil long-term infrastructure demand
Funding INR 2,500 cr of opex + capex every year for next 15 years will require multiple
sources, e.g., government missions, own funds, debt and public–private partnership
(PPP). PMC has created a detailed roadmap consisting of current capex plan (1400 cr
per year), land monetization (1250-1450 cr per year), other government missions
(500-700 cr per year), debt and PPP (1000-1200 cr per year). PMC has drawn a detailed
plan to monetize its own land every year (Exhibit 4) (Ref. 7). PMC has been rated AA by
Fitch and has also moved ahead to create a separate, ring-fenced infrastructure fund (a
first of its kind in India). This will help Pune to borrow from the market at attractive rates.
3. Transform Pune into the most liveable city in India
In addition to fixing infrastructure, Pune will also upgrade its neighbourhoods to

world-class livability standards in a phased manner, starting with the local area
development pilot. This would be a holistic transformation of neighbourhoods across core
infrastructure, social infrastructure (e.g., schools, healthcare), livability parameters (e.g.,
open spaces, pollution control, recreation options), resource productivity, e.g., (ICT
solutions), sustainability (e.g., recycling, energy efficiency), and neighbourhood
governance through a suite of citizen and business interfacing solutions.
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A detailed roadmap has been created in the proposal for the local area selected, which
will be replicated across Pune. This would require funds of INR 1,500 cr to 2,000 cr per
neighbourhood.
4. Focus on creating sufficient high-end jobs to leverage Pune’s human capital
In order to remain a leading IT services and manufacturing city, Pune will need to create
at least 500,000 jobs in the heart of the city (Ref. 8), in technology start-ups, high-end IT,
R&D and innovation labs in manufacturing. An exclusive start-up zone will be created in
Pune to trigger the next wave of the start-up revolution. While Pune has one of the largest
numbers of start-ups in India, their success rate is relatively low due to lack of incubators,
accelerators and early-stage venture capital (VC) funds. PMC will try to create a complete
ecosystem through the proposed start-up hub. An initial roadmap has already been drawn
in the local area, in collaboration with Microsoft Incubator and Future Cities Catapult to
accelerate urban ideas.
5. Build city attractiveness further through iconic riverfront development
Leveraging on Pune’s strength of multiple riverfronts, PMC will endeavour to fully clean
the rivers and develop them as attractive recreational destinations. This could be a strong
distinguishing factor vis-à-vis other cities. The National River Conservation Fund to the
tune of 900 Cr has been approved by the Govt of India for river cleaning, while the
contract for consultancy for the riverfront development has been issued to HCP
consultants to create a detailed master plan (which drove Sabarmati riverfront
development)
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5. CITY VISION AND GOALS

What should be the vision of the city based on the strategic blueprint? How does the Vision Statement
relate specifically to the city’s profile and the unique challenges and opport unities present in your city?
Define overall as pirations and goals for the city along with how you see key metrics of livability and
sustainability improving over the next 5-10 years? (max 1000 words):
Pune: the most liveable city in India!
Leveraging its rich cultural and natural heritage, strong human capital and strong
business environment as key strengths, Pune aspires to become one of the most liveable
cities in India by solving its core infrastructure issues in a “future-proof” way, and by
making its neighbourhoods beautiful, clean, green and liveable.
Both extensive citizen inputs (detailed in the next question) and city profiling were taken
into account when defining this vision. As described in the previous two questions, this
three-part blueprint is a true reflection of Pune’s unique profile, opportunities and
challenges:
A. Solve core infrastructure issues in a “future-proof” way:
■ Solve mobility challenge
This is critical since mobility is #1 issue in both citizen engagement and desk profile. The
aspirations on transportation include
– Increased use of public transportation from 18 to 30% in 5 years and to benchmark
50% by 2030
– Fully implementing all ICT solutions in 5 years – ITMS and adaptive traffic control
– Fully implementing all “less is more” non-ICT solutions – street, junction and footpath
redesign – in 5 years
– Moving significantly in public transportation options in 5 years (30 km BRT, 31 km
metro) with aspiration to complete balance metro (44 km) by 2025
– Creation of 2 ring roads in next 5 years to address 50% bypass traffic
– Increase trip share of NMT to 40 percent with PBS and walkable footpaths
■ Provide equitable water across Pune
Capitalizing on Pune’s water abundance, one of the key goals will be to ensure at least
150 lpcd of water to 100 percent of citizens 24x7. Like transportation, this will also require
a holistic set of solutions, both short-term and long-term. The ICT solutions will be driven
under the Smart City framework. Specific goals in water and sewerage include:
– Provide 100 percent of citizens with 150 lpcd water 24x7
– Reduce leakage and NRW from 30 to 15 percent
– Increase in reservoir storage capacity from 23 to 33 percent
– Coverage of 100 percent of city by sewage network
– Treat 100 percent of waste water (from 64 percent), and promote usage of recycled
water by industries, railways and the construction

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■ Taking other core infrastructure from “good to great”

While Pune has done well compared to other cities on many dimensions of core urban
infrastructure, it will still need to work on them to fulfil its aspiration of becoming one of
the most liveable cities in India. Specific goals include:
Swachh Pune Mission

– 100 percent segregation at source (currently 57 percent) and efficient ITMS-enabled
solid-waste management (SWM) system with 100 percent of waste recycled and all
organic waste used for energy generation. 100 percent of slums to be covered by SWM
services (30 percent currently)
– 100 percent of population to have access to toilets (from 96.5 percent currently), with
29,000 toilets built over the next three years
– Clean streets and public spaces with smart bins at every 300 metre (m)
Energy
– Smart grid set-up with net metering across the entire city
– All new buildings in city to be energy efficient and green
– Smart public lighting to reduce consumption by 15 to 20 percent
– Solar usage in neighbourhoods to be at least 15 to 20 percent
Housing
– Making Pune slum-free by 2025 by constructing 20,000 affordable houses every year,
for the next 10 years
Safety and security

– While Pune already has extensive CCTV surveillance, the vision will be to make it fully
“crime-free” by enhancing surveillance further and providing emergency help
All these will be driven in the local area and then replicated across the city.
B. Leverage the rich cultural and natural heritage, strong human capital and effective
business environment as key strengths:
■ Make riverfronts clean, green and iconic: Punekars love their riverfront. In the citizen
survey on specific goals, clean rivers and water bodies along with zero discharge of
unauthorized water featured among top priorities. One of the visions of Pune, then, will
be to develop its large riverfront along three rivers. Bimal Patel of HCP Consultants, one
of the top urban planners (redeveloped Sabarmati riverfront), has already been engaged.
A key short-term goal will be to develop 3.5 km of riverfront in the selected local area
under Smart Cities Mission (SCM), which will be replicated across the city.
■ Create 500,000 high-end jobs in the start-up hub and other locations within the core
city: With more than 10 km of lead travel and slowing speed of traffic, Punekars are
feeling the commute challenge in a city that is growing radially. Creating at least 0.5
million high-end jobs in the heart of the city will be one of the key goals. As the first step,
PMC wants to create at least 40,000 to 45,000 jobs in the start-up hub of
Aundh-Baner-Balewadi (ABB) (Local Area selected by Pune in Smart City Proposal),
which will be the catalyst for mixed-use development across Pune and promote
walk-to-work
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■ Become one of the top 10 cities in the ease of doing business and e-governance
parameters: With a high-performing municipality that has been able to perform well in
most urban services and has leveraged ICT to improve citizen services and interaction,
the next challenge is to significantly improve the ease of doing business and
e-governance, to be at par with top 10 cities worldwide. As the first step, the special
purpose vehicle (SPV) in the local area (ABB) will implement five specific solutions
end-to-end, which could be replicated across the city.
C. Making its neighbourhoods beautiful, clean, green and fully liveable
With “clean”, “beautiful” and “green” featuring as the top three adjectives in Punekars’
visioning exercise, the idea will be to transform all neighbourhoods on these dimensions,
by first driving change in the local area and then replicating it across the city. Specific
goals include:
■ Increasing open space from the 7 percent to the 15 percent benchmark

■ Developing adequate number of parks and doing open space innovation
■ Making all neighbourhoods zero garbage through waste segregation and disposal
systems
■ Beautifying certain streets and creating go-to recreation zones in waterfront
development
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6. CITIZEN ENGAGEMENT
How has city leveraged citizen engagement as a tool to define its vision and goals? Specifically
describe (max 150 words each):
a. Extent of citizens involved in shaping vision and goals
Pune engaged citizens in what is perhaps one of the largest envisioning exercises in the
history of Indian cities. The entire administrative machinery along with an ecosystem of
the media, NGOs and private companies reached out to over 4 lakh households, i.e.,
about 50 percent of Pune’s total households. This was done in a true pan-city manner,
covering all 15 wards across the city in a door-to-door campaign by “smart volunteers”.
The smart volunteers were supported by a team of 400 members across the public and
private sectors.
More than 35 lakh inputs were received from the citizens across the city. In addition,
there was significant citizen involvement through the internet and social media. An
exclusive website was set up, where the entire citizen engagement strategy and
interactive forms were created, to get citizen inputs on vision and goals. Also, Pune
created Twitter and Facebook pages for Pune Smart City, which were highly successful
with ~16,000 tweets and retweets and 5,300 likes with 2000+ followers on Twitter. The
extent of citizen engagement is seen in Exhibit 5.
b. Engagement strategy to get best results from citizens
Pune’s engagement strategy to get best results had 5 key features:

■ Structured five-phase approach for pan-city: a) Envision (17–28 September): create
vision, identify top issues; b) Diagnose (28 September–12 October): Identify goals within
priority sectors; c) Co-create (13–23 October): specific solutions for prioritized goals; d)
Refine (23–28 October): Refinement with citizens’ inputs in mini-labs; and e) Share (15
November–15 December): Final set of solutions shared for inputs
■ Structured four-phase approach for local area development (LAD): a) Explore (citizen
surveys); b) Syndicate (through public representatives); c) Learn (citizen consultations)
and Design (urban planner interaction)
■ Use of “Five-S” principle: a) Speed: Tight 100-day process; b) Scale: Outreach to 50
percent citizens; c) Structure: Phased approach; d) Solutioning: Crowd-sourcing to
identify solutions; and e) Social audit: Citizen syndication
■ Create ecosystem of partners: team of 400 members comprising PMC, corporates,
NGOs, citizen groups, industry associations, consulting firms, schools, colleges, media
and eminent citizens was formed
■ 24x7 war room to drive citizen engagement with five cells: a) Campaign management;
b) Response management; c) Analytics; d) Creative management; and e) Documentation
management
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c. Different means of citizen engagement adopted
Pune focused on four different modes of citizen engagement:

A. Face-to-face
1. Door-to-door visits and citizen engagement by PMC employees and volunteers to get
forms filled
2. Camps in schools, colleges, companies, slums
3. Crowd-sourcing ideas in Ganesh Mandals during the Ganesh Chaturthi Festival
B. Digital and online
1. Pune Smart City web portal—punesmartcity.in
2. E-seva kendras and ward offices across the city with Smart City access
3. Computer labs in schools and colleges opened to citizens
4. Twitter handles and Facebook page, apps for smartphones, WhatsApp, missed calls
C. Competitions for crowdsourcing of ideas and creativity
1. Essay, logo and mascot-design competitions in English and Marathi newspapers
2. Area development competition for students from architecture colleges
3. Digital “Hackathon” and "Appathon" conducted across 60 engineering colleges
4. “Smart family” and “Smart citizen” initiatives
D. Publicity and advertising
Hoardings and banners, interviews on media, “Gallery walk” set up in the war room to
make citizens aware of the Smart City initiative, advertisements on the FM radio, local
cable, newspapers
d. Extent of coverage of citizen engagement in different media and channels
Total 35 lakh inputs received from citizens:

Offline
1. Face-to-face: All wards across PMC performed citizen engagement exercise with 4
lakh households giving inputs
2. Discussions: More than 100 meetings with different groups from Pune stakeholder grid
3. Extensive usage of broadcasting channels: Through newspapers, FM radio, essay
competitions, open houses
4. Others: Essay competition: 300 entries, essay competition for blind students, Happy
street event participation in local area
Online (Exhibit 5)
1. Portal: 1.5 lakh registrations on the Pune Smart City portal within one month
2. Facebook: 2,20,717 digital audience along with 5,300 likes, 727 posts and 508 shares
of broadcasted messages
3. Twitter: 4,279,624 impressions and reach of 2,228,603 through 5,569 tweets and
10,118 retweets in two months (through 2000+ followers)
4. Mobile apps: More than 6,700 responses with 1,355 downloads and 939 ideas
received from citizens
5. YouTube: Broadcasts received 21,767 views and 3,951 likes
6. WhatsApp and missed call services (over 60,000 missed calls received)
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e. Incorporation of citizen inputs in overall vision
■ Based on citizen inputs from more than 50 percent households, two word clouds were
created for: a) Vision and b) Major issues facing citizens (Exhibit 6). The top three vision
words—clean, beautiful and green—feature in the overall vision for Pune. Also, the top
issues—transport, water and other core infrastructure issues—feature in the overall
vision of Pune. Initiatives selected under pan-city and LAD development fully reflect this.
■ Thereafter, citizens were engaged with to identify specific goals within these sectors.A
location based heat map for issues is depicted in Exhibit 7 & 8. Top goals identified by
the citizens are mentioned in Exhibit 8. The overall plan for Pune is fully in line with
solving these specific issues.
■ Ideas were then crowd-sourced through discussion forums on the portal. Transport
received maximum number of solutions (43.6 percent) followed by water and sewage
(15.1 percent) and SWM (14.4 percent)
■ Solutions proposed by the citizens were further refined with inputs from experts,
solution providers, NGOs and people representatives through four mini-labs, and finally,
the Smart City Proposal (SCP) was shared with citizens. In an unprecedented support, 3
lakh citizens pledged their support to Pune’s SCP through signature campaigns in both
offline and online modes. Also, 8,000 households in ABB Area supported through pledge.
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7. SELF-ASSESSMENT: BASELINE
Define the baseline for your city based on self-assessment criteria given in Annexure 2 (column ‘H’).
Marks will be awarded based on how well you know y our city (Fill column ‘I’ in the self assessment
sheet in Annexure 2 with as many KPIs and "hard metrics" as possible; max 50 words per cell)
Note: Attach Annexure 2
8. SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

Emerging from the vision statement, assess the qualitative or quantifiable outcomes that need to be
achieved for each of t he Smart City Features described in Annexure 2 (c olumn ‘J’). In column ‘K’
describe the biggest single initiative/solution that would get each feature of the city to achieve
‘advanced’ characteristics (eg. increasing share of renewable energy generation in the city by X
percent). Note that a single initiative/solution may impact a number of features (eg. improved
management of public spaces may ease congestion on roads as well as improve public health).
(Fill in Annexure 2; max 50 words per cell)
Note: Attach Annexure 2
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B. AREA-BASED PROPOSAL
The area-based proposal is the key element of the proposal. An area-based proposal will identify an area of
the city that has been selected t hrough desk research, analysis, meetings with public representatives,
prominent citizens, and citizen engagement, as the appropriate site for either of three types of development:
retrofitting (approx. 500 acres), redevelopment (approx. 50 acres) or Greenfield development (approx. 250
acres). This area will be developed into a ‘smart’ area, which incorporates all the Essential
Features/Elements prescribed in the Mission Guidelines and any additional features that are deemed to be
necessary and appropriate.
Mapping of information and data is a key part of your Smart City Proposal. Create a suitable Base Map of
your city with all the relevant systems and networks as they exist today, showing its physical, administrative
and other characteristics, such as natural features, heritage areas, areas prone to flooding, slums, etc. The
base map should show the regional context in which your city is located and should contain the spatial and
physical layout/morphology of your city, the street network, the open and green spaces, the geographical
features and landmarks and the infrastructure, including for transportation, water supply, sewerage,
electricity distribution and generation, and so on.
Using the base map, represent, with the most effective method available, as much information and data
about the ‘Area’ selected for area-based development. Only one ‘Area’ should be selected and attached
in the form of a map containing the spatial and physi cal layout/morphology of the Area, the street
network, the open and green spaces, the geographical features and landmarks and the
infrastructure, including for transportation, water supply, sewerage, electricity distribution and
generation, and so on. The Essential Elements and additional features that are propos ed to be part of the
area-based development should be included. Describe, using mainly graphic means (maps, diagrams,
pictures, etc.) the propos ed area-based development, including the project boundaries, connectivity,
significant relationships, etc.
(max. 2 nos. of A -3 size sheets)
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9. SUMMARY
Summarize your idea for an area-based development. (max. 100 words )
Pune’s idea is to invest 2,200 cr in 5 years in selected local area (Aundh-Baner-Balewadi

(ABB)) to fully transform liveability across all dimensions so that it matches best-in-class
global cities. Also, the transformation should be able to sustain 4x population growth by
2030 (40,000 to 150,000 by 2030). Some key investments and outcomes are:
■ Mobility: 100 e-buses, 8 km BRT route, overhaul of 54 bus stops, 100 e-rickshaws; 42
km of bicycle tracks, 60 km of footpath redesign – increase average speed by 5 kmph
and public transport usage from 18% to 40% due to this
■ Water: reduce water deficient areas from 65% to zero by building 6 reservoirs, 50 km
pipelines, 10% recycling and 100% smart meters
■ Open space: 4 to 10% increase through 13 parks and 3.4 km riverfront development
■ Employment: Increase jobs from 10,000 to 45,000 through start-up hub and more
commercial offices to make area mixed use and promoting walk-to-work.
■ Citizen services: a suite of citizen services/ e-governance (single window desk,
integrated citizen desk, ABB Punetel card)
A self-sufficient funding plan has been created to meet this ambitious plan. Also, a
summary of “hard outcomes” that this plan aspires to achieve is in Exhibit 12.
10. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the area-based development?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
How could the entire city select a local area in an objective and transparent manner in the
fastest possible time? Pune was one of the first cities to achieve this feat in October itself,
which enabled the development of detailed solutions and funding.
Two things made this possible:
1. Objective criteria:
Well thought-out criteria were followed at every stage—city profiling, citizen engagement,
discussions with elected representatives, and discussions with urban planners.
For example, while selecting options among retrofitting, redevelopment or greenfield

development, retrofit was chosen because:
a) It had far better replicability across the entire city.
b) A larger area (1,000 acres) can be covered, impacting most citizens in the pilot phase
itself.
c) The time to impact is relatively shorter compared to greenfield or redevelopment.

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d) The cost of retrofitting is relatively lower compared to greenfield or redevelopment

these need much more hard infrastructure. This makes implementation far more feasible.
Once retrofit was identified as Pune’s imperative, 10 objective criteria were identified for
area selection:
1. Ease of replicability
2. Ease of implementation
3. Criticality to the city
4. Future development potential
5. Number of people impacted (population density)
6. Scope for mixed-use development
7. Critical to city’s identity/heritage
8. Scope for inclusive transition
9. Existing degree of liveability
10. Scope for sustainable development
Exhibit 9 details the 11 contiguous areas that were shortlisted across Pune after applying
these criteria. This was the result of detailed desk research to scrutinize each area on
these 10 parameters.
Post identification, 10 urban planners locked themselves up with city authorities for
multiple workshops to make their choice. Exhibit 10.1 details out the outcome of this
exercise with urban planners, where they scored each area objectively.
Similarly, even for citizen engagement, objective, simplified criteria were used (unlike
most cities which merely asked citizens to choose). Exhibit 10.2 shows the outcome of
the citizen engagement effort for the local area.
The output of the citizen engagement and urban planning exercises was shared with
elected representatives, who facilitated and expedited the selection process.
As the exhibits show, ABB emerged as a top choice in a fair, transparent way. This gave
Pune significant strength to drive the Local Area Development (LAD) agenda in a
full-fledged manner.
2. Scale of engagement and involvement of expertise:
Besides objective criteria, Pune continued its unprecedented stakeholder engagement

even for local area selection.
■ Citizen engagement was done across the city, with 24,000 citizens sharing their views
on area selection—1,16,965 inputs were collected online/ offline.
■ More than 40 key elected representatives from all major political parties including local
ministers, MPs, MLAs, party leaders engaged in the selection process. Getting support
across all parties in such a short time was unprecedented even in the history of Pune.
■ More than 10 renowned urban planners practically seconded themselves to Pune

Municipal Corporation for a month to see the entire process through.
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■ About 100 partners/suppliers were engaged over 15 workshop-days to discuss possible

solutions (both ICT and non-ICT) that could be applied for local area development across
seven sectors: transport, water, solid-waste management, sewage, safety and security,
e-governance, energy. They focused on understanding solutions, ascertaining costs and
feasibility, and assessing suppliers’ experience in successful delivery. As a result, 19
MoUs were signed with KPIT Technologies, CII, NASSCOM, FICCI, EMBARQ, rBus,
India Smart Grid Forum, C-DAC, Pune City Connect (PCC), Institute of Transportation
and Development Policy (ITDP), IEEE- Pune Section, PMPML, Prayas (Energy group),
India Smart Grid Forum, CISCO, MSEDCL, Persistent & Digitel.
■ These MoUs along with over 4 in the pipeline (Wipro, Siemens consortium, Catapult
and Microsoft) have been instrumental in establishing a strong support network to
execute the proposed plan.
With this exhaustive exercise, ABB emerged as the democratic and rational choice.
About 900 acres in the area were demarcated for local area development. ABB is indeed
the right choice for several strategic reasons:
■ Impact can happen over a large area (900 acres) with a sizeable population (40,000
population)
■ Strategic location at the entry point into Pune from Mumbai side
■ Large 3.5 km riverfront could be leveraged for riverfront development
■ Mostly residential area today with people going to Hinjewadi to work; can be developed
for mixed-use development due to vacant pieces of land
■ Potential to create a start-up zone, leveraging the entrepreneurial energy of Pune
■ Potential for inclusive transformation of the neighbourhood, with 500 households in the
slums
■ Large private land parcel (70 acres) next to riverfront for model development
Exhibit 11 details out the demarcated area and some potential interventions.
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11. KEY COMPONENTS

List the key components of your area-based development proposal (eg. buildings, landscaping, on-site
infrastructure, water recycling, dual piping for water supply, etc.)? (max. 250 words )
To make ABB a model neighbourhood, there are 36 components along 6 themes (Ex 26):
Theme #1: Fix hard infrastructure and make it future-ready as the population grows: 1.
8-km BRT 2. 54 regular bus stops with ICT solutions 3. 100 e-buses for ABB–Hinjewadi
connectivity.4. Express airport service.5. Improve 46 km of road. 6. Easy access to mass
public transport through 100 e-rickshaws.7. NMT focus through PBS with 40 stations, 42
km of cycle tracks, and redesign 60 km of footpath, 15 junctions and 27 km streets. 8.
Transit hub at Pune entry point 9. 100% pathways accessible for the differently-abled. 10.
Water availability from 90 lpcd to 150 lpcd 11. 100 percent smart bulk, commercial and
domestic metering. 12. 3.5 km riverfront for replication across Pune. 13. Rain water
harvesting across most buildings 14. Recycle 10% of waste water.15. Zero waste and
garbage through garbage truck augmentation, RFID-based vehicles tracking, attendance
system and 5 Sanitation and Waste Action Team (SWAT) vehicles 16. Centralized
command and control centre with camera feed and emergency services
Theme# 2: Social infrastructure as per benchmark standards: 17. Three additional
hospitals with 110 beds 18. Three additional schools with international standards.19. 74
additional public toilets to global standards. 20. State-of-the-art fire stations 21. Smart
parking for 750 cars.
Theme#3: Enhance liveability quotient considerably on top of fixing infrastructure: 22.
Open-space innovation: increased open space (from 4 percent to 10 percent of total
area) to create interconnected gardens 5 minutes away from each resident, open
vegetable market. 23. 3.5-km riverfront with promenade, recreation and entertainment
zone.24. 10 acre start-up zone and 36-acre commercial space to create over 45,000 jobs
by 2030 for mixed-use development and walk-to-work.25. Moving all wiring underground
and creating vehicle-free roads.
Theme #4: Drive socially inclusive growth in the region: 26. Slum-free area by
redeveloping 483 households 27. Socio-economic transformation of slums by focusing on
sanitation, healthcare, education and skill building.
Theme #5: Improve sustainability 28. Smart street lights with 85% LED lamps, saving
30% of the energy; Lampposts with air-pollution sensors, panic button, wi-fi access point
and CCTV camera.29. Smart grid in ABB for 100% power supply, to reduce AT&C losses
by 30% .30. Solar roof-tops to contribute 15% of energy requirements.
Theme #6: ICT solutions for citizen convenience and e-governance: 31.Seamless wi-fi
connectivity at 1 Mbps through over 100 access points for 100,000 simultaneous
logins.32. ABB Punetel Card for a connected community. 33. Intelligent Operations
Centre(IOC) with integrated data across utilities, transport and public safety.34. Citizen
app to redress grievances and integrate multiple functions with the IOC.35. Digital SPV to
improve functioning with geo-enabled city operations for activities such as land
management and tax assessment.36. Launch e-SPV, a comprehensive ABB portal online
with multiple activities across all departments.
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12. SMART URBAN FORM

Describe the ‘smart’ characteristics of the proposed development that relate to urban form (eg.
uncluttered public places, mixed-use, open spaces, walkability) and how these will be incorporated.
(max. 250 words)
Pune plans to incorporate seven Smart Urban Forms in ABB:
1. Planned densification: ABB has 16 acres of amenity space lying unutilized. This will be
used to develop social infrastructure meeting the benchmark, which will also lead to
planned densification. The plan is to have 8 additional schools, three multi-specialty
hospitals and 74 public toilets to meet benchmarks. There is also a plan to create smart
parking for 750 cars.
2. Creating uncluttered public and open spaces: While pushing densification, there will be
equal emphasis on creating uncluttered public spaces. Thirteen open spaces will be
developed as gardens to ensure a garden just 5 minutes away from all residents. These
gardens will remain open till late night with adequate security features and facilities like
an open gymnasium for senior citizens. The open space identified near Parihar Chowk
will be developed as a vegetable market to shift street hawkers. These measures will
increase open space to 10 percent of the total area.
3. Urban riverfront development: 3.5 km of walking promenades and 18 acres of urban

farms will be developed, adding further to open spaces (Exhibit 13).
4. Mixed use: A start-up zone will be created on 10 acres along with commercial office
space on 36 acres to create 45,000 primary jobs, promoting a walk-to-work culture for
working areas within 1 to 2 km of people’s homes. (Ref. 9)
5. Uncluttered public space: A transit hub will be created at ABB entry. No heavy vehicles
will be allowed into the area. Special electric buses will operate between Aundh and
Hinjewadi, serving over 50 percent of the working population in Aundh. There will also be
a commercial hub in this area for mixed-use development (Exhibit 14).
6. Placemaking through street, footpath and junction redesign: 60 km of footpath, 15

junctions and 27 km of streets will be redesigned as per smart urban forms (Exhibit 15
and 16).
7. Walkability and vehicle reduction: Footpaths will connect all gardens to ensure 100
percent walkability to gardens. A total 60 km of footpaths will be redesigned to ensure
100 percent continuity and promote walkability; a public bicycle system will be initiated
with connectivity to the university and more than 40 stations (Exhibit 17).
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13. CONVERGENCE AGENDA

In Table 1, list the Missions/Programmes/Schemes of the Government of India (eg. AMRUT, HRIDAY,
SBM, IPDS, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describehow your proposal will achieve convergence with these,in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
1 Swachh Bharat Mission • Swachh Bharat will create a zero-waste
society that scientifically disposes of 100% of
waste (50% energy, 30% recyclables, 20%
roads/brick making)
• SCM will help to improve collection efficiency

and meet the source-segregation target of
100% using ICT solutions (e.g. GPS-enabled
trucks)
2 Integrated Power Development scheme (IPDS), • Transmission and distribution (T&D) network
India Smart Grid Forum (ISGF) strengthening will be taken up under IPDS to
ensure that utility services are future-proof
(INR 304 cr) (Ref. 10)

• Smart Grid and Metering part will be driven
under SCM (60 cr)

• DPR has been created for T&D
strengthening, smart grid and smart meters
and MOU signed with MSEDCL and India
Smart Grid Forum
3 Digital India Mission • Offering vocational and skills training to the

ABB community (including on e-governance
and digital data) by using the community halls
can be linked to the Digital India Mission
• Setting up National Digital Literacy Mission

centres with the aim that by end of 2016, at
least 1 person from each household in ABB
area will be digitally literate
Continue on next page
Page 29 of 92
TABLE 1
S.No Missi on/Programme/ How to achieve convergence
Scheme/Project
4 Atal Innovation Mission • Setting up start-up hub along with NASSCOM
in the area can be linked to the mission
• The project would be partially funded through

the INR 150 cr earmarked for the mission in
2015 (Ref. 10)
4A. Technology Business Incubator (TBI) • The plan to encourage entrepreneurship

among innovative thinkers in the start-up hub
can be linked to the TBI. Qualified start-ups will
be able to leverage finance in soft loans
5 Housing for All • The plan to rehabilitate the 486 slums in the
area will be linked to the Scheme. The project
will be funded through the existing Slum
Rehabilitation Authority under the ambit of the
Housing for All policy
5A. FAME Scheme (Faster Adoption and • Plan to procure 100 e-buses will cost ~INR
Manufacturing of Electric Vehicles) 125 cr including charging infrastructure. This
can be financed through the Government of
India’s FAME scheme (incentive of 70 lakh per
bus for hybrid buses)
6 Atal Mission for Rejuvenation and Urban • Plan to build key infrastructure to help the
Transformation AMRUT deficient 14% population overcome water
scarcity (getting less than 135 lpcd). Under
(AMRUT), PMC has requested INR 938 cr for
the entire city and will use a portion of this for
the area development
7 NRCP (National River Conservation Plan) • About 10% (INR 99 cr) of the INR 990 crore
pan-city project funded under this scheme will
be used for the area, split-up as below:
- Branch sewers in Baner area with allied works
(43 km)—INR 23.5 cr , botanical garden,
Baner, with allied works—INR 72.6 cr
- SCADA—INR 3.1 cr
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14. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implemented? For example, convergence with IP DS will be
credible if ‘smart’ city elements (e.g. smart metering, underground cabling, shifting of transformers) are
included in the DP R being prepared for IPDS. If, a DP R has already been prepared, then the ‘smart’
elements should be included in the form of a supplementary DPR. Furthermore, according to the IPDS
Guidelines the DPR has to be approved by the State Government and sent to the Ministry of P ower,
Government of India. All these have to be complet ed before submitting the proposal. (max. 350 words )
Swachh Bharat:
■ Plan to create 74 new world-class public toilets in the area and completely refurbish the
10 existing toilets, creating 84 public toilets to cater to 100 percent of the floating
population in the area (5 percent of the projected 2030 population of 1.5 lakh) in line with
cities like Singapore and Melbourne
■ Plan to refurbish existing toilet spaces in public schools, including adding more WCs (to
create a total of 76 WCs) to cater to 3,991 students and 120 teachers in the area. This is
in line with international standards (1 per 50 people)
■ 100 percent of the capital cost of these facilities is covered under the Swachh Bharat
Mission, for which the Detailed Project Report (DPR) is already prepared
■ An additional element of improving collection efficiency and meeting source segregation

target of 100 percent by utilizing ICT solutions (e.g., RFID tagged waste bins, GPS
enabled trucks) will be appended under Swachh Bharat Mission
National River Conservation Project:
A comprehensive plan along with a DPR has been created under NRCP to clean the
Mula–Mutha rivers, entirely preventing the discharge of domestic sewage into the rivers,
rehabilitating the existing 50-year old trunk sewer and existing sewage treatment plants
(STPs) and integrating the proposed sewer lines with the existing infrastructure and
measures for O&M. The total project cost is INR 990 cr, of which the Government of India
has sanctioned a loan of INR 841.72 cr under NRCP for this project, with the balance
contributed by PMC. Waste-water recycling will be undertaken in sync with the work as
per approval of the NRCP. (Ref. 11)
Smart Electricity Grid:
We plan to deploy smart grid technology in ABB to support the ambitious solar energy
rollout and also to help with demand-side control. MoUs have already been signed with
the India Smart Grid Forum, a PPP initiative of the Ministry of Power (MoP), Government
of India. This is being built into a DPR to be submitted to the State government for
approval. The total project cost is INR 364 cr which will be funded as follows: INR 25 cr
from National Smart Grid Mission (NSGM), INR 60 cr from SCM and INR 279 cr from the
MoP under IPDS. (Ref. 12)
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AMRUT
Under AMRUT, PMC has requested INR 938 cr to build key infrastructure to help the
deficient 14 percent of the population overcome water scarcity. This will consist of
installing bulk meters, conducting water audits and identifying usage leaks to reduce
NRW. AMRUT will provide the funding and the SPV will ensure implementation. In
addition, smart metering of water for residents will be done under SCM, with inclusion in
the DPR.
Housing for All
The DPR has been submitted to the state government for rehabilitation of the slums in the
area.
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15. RISKS
What are the three greatest risks that could prevent the success of the area-based proposal? In Table
2, describe each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words
per cell)
TABLE 2
Ri sk Likelihood Impact Mitigation
Execution risk: Significant High Delay in project • A separate SPV to

governance and competency execution; significant drive all ABB projects,
will be required to execute all cost and time overruns; with approval from the
36 local area development potential of investments general body of
ideas in a seamless manner being unable to create municipality
the right impact due to
poor execution • 45-50 strong team
structure designed for
SPV along with a
governing board
consisting of the right
people to drive action
on the ground.
• Operating model
defined very clearly for
each initiative with clear
roles for SPV and other
agencies—passed by
the general body
Funding risk: Based on Medium Plan can be derailed / Detailed sources of

detailed calculations, the total delayed if Pune is funds identified:
funding requirement is INR unable to arrange funds
1,851 cr capex and INR 360 beyond SCM • Land monetization
cr total opex for next 5 years plan of INR 1,000 cr
(2,200 cr total) has been created within
ABB area
• About INR 700 cr

funds have been
identified from other
missions
• About INR 140 cr of

additional revenue
sources identified
• About INR 100 cr of

CSR for ABB
• INR 500 cr allocation

from SCM

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TABLE 2
Land-use change risk: Low Implementation quality •PMC has already

To achieve the mission, a and timelines may made the first set of DP
few important land-use suffer as projects may changes to help in land
changes are required, e.g., get stalled due to delay use
change in transit land from in land-use change
amenities to amenities + •Any further DP
commercial changes can be easily
done since DP review is
underway
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TABLE 2
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16. ESSENTIAL FEATURES ACHIEVEMENT PLAN

Describe a plan for achieving the Essential Feat ures in your area-based proposal. Importantly,
accessible infrastructure for the differently-abled should be included. List the inputs (eg. resources)
that will be required for the activities that you will conduct, leading to the outputs. Please note that all
Essential Elements, item-wise, have to be included in the area-based propos al. (max. 2000 words)
Assured electricity supply: A comprehensive 24x7 electricity plan consisting of smart grid,
distribution and meters to make the system future-ready, reduce AT&C losses from 9% to
6%, and integrate solar-power supply to the grid at a total cost of INR 245 cr. There is no
load shedding in ABB at present, except for the distribution transformers tripping (1.8%
per month).The DPR prepared for distribution system in ABB area, including smart grid
and T&D network strengthening, takes care of infrastructure requirements till 2030. It
projects the load to grow at 15% till 2020 and at 6% thereafter. MSEDCL would enter into
a PPA as and when required to ensure 100% power supply to this area. T&D network
strengthening would cost INR 304 cr, which is expected to be covered under the IPDS
scheme. Of the smart grid cost of INR 85 cr, 25 cr will be funded from the National Smart
Grid Mission and the rest by SCM. PMC has entered into an MoU with India Smart Grid
Forum (a PPP initiative of MoP) and MSEDCL to ensure successful implementation of
the project.
At least 10% of the Smart City’s energy requirement coming from solar: Make ABB area
maximum solar city, with solar power fulfilling 15-20% of energy needs at zero cost
model. A feasibility analysis is being conducted for installation of solar panels on all PMC
owned buildings (with help from Pune International Center (PIC) and Prayas). PMC will
conduct a bidding process in Dec ’15-Jan ’16 to shortlist 2–3 private agencies to install
solar panels under a renewable energy service company (RESCO) model (capex and
opex is borne by private agency, PMC would pay consumption charges as per the tariff
defined in PPA signed between PMC and private agencies) A preliminary survey depicts
the availability of 176 acre of roof-top space in ABB area. At a reasonable estimate of
25% coverage of roof-tops, 15% to 20% of energy supply will come from solar power. For
ABB area, solar roof-top implementation would start with government buildings and then
expand to commercial and residential establishments, all under the RESCO model. Net
metering regulations in Maharashtra are already in effect, thereby providing incentive to
consumers to install solar panels. PMC has entered into an MoU with Prayas energy
group-a leading Indian NGO-and would be responsible for conducting the solar
awareness programs in the ABB area.PMC has entered into an MoU with MSEDCL to
streamline the smart metering process.
Adequate water supply including waste water recycling and storm water reuse: Increase
per capita water availability to 150 lpcd and ensure 10% waste water recycling in ABB
region. Adequate water supply: Build infrastructure to increase per capita consumption in
ABB from 90 to 150 lpcd (capex of INR 87 cr) - Create two reservoirs each at Balewadi
and Baner, Augment Pashan reservoir with two reservoirs of 30 lakh litres each and
install an additional 450 hp pump, Lay 40 km of pipeline in Baner-Balewadi and 10 km in
Aundh, Create three reservoirs in Aundh at Pune University, Chaturashunghi and
Panchvati.
Waste-water recycling: Recycle 48 mld sewage generated in ABB by enhancing the
capacity of Baner STP by 30 mld under JICA–NRCP to ensure full treatment of
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sewage up to 2031, and then using the treated water for all consumption in parks (for
irrigation) and construction activities.Storm water re-use: An INR 200 cr project under
JnNURM launched 4 years ago has ensured efficient drainage of storm water in city.
Sanitation including solid-waste management: Create 74 world-class public toilets in the

area and completely refurbish the 10 existing toilets to create a total of 84 public toilets to
cater to 100 percent of the floating population in the area (5% of the projected 2030
population of 1.5 lakh) in line with cities like Singapore and Melbourne.Refurbish existing
toilet spaces in public schools, including adding more WCs (creating a total of 76 WCs) to
cater to 3,991 students and 120 teachers in the area, in line with standards followed
internationally (1 per 50 people). Design each toilet space to have separate facilities for
males, females and the differently-abled. All sanitation facilities will use smart features
like solar panels to generate uninterrupted electricity and bring down O&M costs, be
located close to accessible car parks with most cubicles directly facing the open areas,
optimizing casual surveillance, partial screening provided by fretwork screens and mesh
screens above door height maximizing natural ventilation. 30 drinking-water fountains
and 357 “smart” dustbins are to be installed in line with global benchmarks (eight
drinking-water fountains and 89 dustbins per sq km). Solid-waste management: Pune is
already one of the top Indian cities with 57% waste segregation. Deploy solutions to:
Achieve zero waste society with 100% collection, segregation and disposal with no
garbage visible on any street, SPV to invest in the following, which will then be given to a
professional third party for O&M: A) 3 modern road-sweeping machines; B) 3 garbage
collection trucks for transportation; C) 100% enclosed transfer station with charging
points for e-rickshaws, SWAT (Sanitation and Waste Action Team) with one garbage
collection truck for picking up garbage not collected by third party or to act on complaints
received at the Control Centre, 500 people (existing rag pickers) to be employed for door
to door collection with e-rickshaws. All organic garbage to be transferred to Noble
Exchange’s biomethanation plant in Baner.
Rain-water harvesting: Ensure 100% of establishments have rain-water harvesting pits.

Under DC regulations of PMC rain-water harvesting is compulsory and a part of existing
building codes. Increase enforcement of rain-water harvesting through audits. Provide
increased tax incentives to households which adopt rain-water harvesting. Create
society-level “sumps” to collect rain water that is then used for gardens, car washing, etc.
Smart metering: Implement 100% smart AMR (automatic meter reading) metering across
2,900 commercial and 8,500 domestic connections at a cost of INR 22 cr. Install smart
bulk meters at inlets and outlets of Warje WTP, 7 reservoirs, 3 pumping stations and all
DMAs in region. Link all data received via meters to centralized dashboard with SCADA.
Robust IT connectivity and digitalization: A fibre optic cable network along 250 Km of
road will be placed across the ABB region costing Rs. 137 Crore. This will create the first
layer of IT connectivity for all smart solutions as well as Wi-Fi hotspots across the city. A
total of 100 hotspots will be placed across the city costing Rs. 1 Crore and the annual
O&M will cost Rs. 0.6 Crores annually (bandwidth and core infra cost separate).
Pedestrian-friendly pathways: Creating pedestrian-friendly roads and footpaths with

100% of them being accessible for differently-abled (an expected cost of INR 189 cr) will
complement mixed-use development, open spaces, gyms by creating inclusive, safe,
pedestrian-friendly infrastructure. This will be done by increasing inclusivity of streets and
pedestrian comfort through the intelligent redesign of 27 km of streets and 14
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junctions—10 km of streets to be taken in the first phase, 9 km in the second phase and
8 km in the last phase, 70 km (60 km retrofit) differently-abled friendly, pedestrian-friendly
footpaths, 2 m wide, to be constructed. Kerb ramps will be constructed to ensure
accessibility for the differently-abled.
Encouragement for non-motorised transport (e.g., walking and cycling): Increase NMT
from ~30% to ~45%. While most of the cost is covered above, the additional cost will be
INR 9.5 cr: NMT (particularly bicycles) to serve as feeders to public transportation
systems and last-mile connectivity, i.e., a 5–6% modal shift to cycling possible as per a
city-wide survey. Smart Public Bicycle Sharing System will be developed with the
following (over 16.3 sq km)-1,230 bicycles, 112 cycle stops, Safe cycling infrastructure by
accommodating demarcated cycle tracks through redesign of 27 km of streets, Traffic
calming to be implemented on 14 km of streets, Smart, interoperable cards to be created
Intelligent traffic management: Pan-city transportation initiatives to cover public transport

ITMS, adaptive traffic management systems, intelligent road asset management and
smart parking initiatives. ABB specific initiatives (total cost of INR 153 cr) include:
100 ITMS-enabled electric buses to run from transit hub to Hinjewadi: MoU already
entered into between PMC and KPIT Technologies for supply of buses and a potential
PPP model. 100 e-rickshaws for commuting within ABB. 54 bus stops to be revamped
– PIS system with LED screens, showing ETA for buses, Wi-fi enabled bus stops with
charging ports for commuters
Non-vehicle streets/zones: Pedestrianization of half right of way (RoW) of DP road by

redesign and cobbling at an expected cost of INR 5 cr
Smart parking: Provision of 1 smart multi-level car park (~750 cars) with PIS and apps
(costing covered as part of pan city)
Energy efficient street lighting: 3,070 street lights to be replaced by LED lamps with
wireless control(similar to Telensa Smart City IoT model) to increase the coverage from
7% to 83% and achieve energy savings of more than 30% at zero cost, under PPP
model. Existing 1,000 70w sodium vapour lamps to be replaced by 45w LED fittings; 900
150w sodium vapour lamps by 90w LED fittings; 50 400w metal halide lamps by 200w
LED fittings; and 1120 T5 fittings by 45w LED fittings. For the 700 250w sodium vapour
lamps that cannot be replaced by LED, the plan is to put dimmers that would help to
stabilize voltage at 230V in non-peak hours, thereby saving energy to the tune of 15–
20%. Without incurring any cost, PMC could get LED lamps and dimmers installed
through the PPP model, where the private player puts all the infrastructure required and
maintains it for 7 years (typically). In return, the private player gets a percentage of
savings (typically in the range of 75–85%) achieved by putting up LEDs. PMC recently
ran a bidding process to get 35,000 lamps replaced by LED fittings in Pune city
(non-ABB area).
Innovative use of open spaces: Through open parks, gardens, open gyms and
multipurpose halls. 8,654 sq m area to be utilized for creating 7 new gardens/parks/open
gyms, taking total to 13. 2 community centres over an area of 1,878 sq m facilitating
citizen engagement and skill development. 2 open vegetable markets over an area of
2,282 sq m catering to 20% of ABB’s population.

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Visible improvement: As part of the T&D network strengthening project (INR 364 cr),
100% of overhead electric cables would be re-laid underground. PMC has entered into
an MoU with MSEDCL to support project implementation. ~500 m of busy DP road to be
made a 12x7 vehicle-free street, from 9AM to 9PM
Ensuring safety of citizens, especially children, women and the elderly: Aspire to create a
zero-crime area with the following initiatives on safety and security that focus on three
broad areas:
1. Video surveillance and CCTV coverage:
■ Installation of CCTV cameras across all areas of ABB with special emphasis on
entertainment venues, schools, crowded markets, etc.
– Integrate video analytics software with CCTV camera, i.e., replace manual browsing
with automated pattern analysis and recognition of faces, car number plates, unidentified
objects, etc.
– Allow instant video search and retrieval of CCTV footage
– Use high-quality video imaging, i.e., use a second-generation Exmor CMOS chip that
features back-lit sensor technology
– Automatically detect faulty cameras and have a dedicated maintenance team
– Use integrated hardware architecture enabling every hardware unit to store, distribute,
and forward data streams, thus minimizing the number of faulty points
– Use cluster deployment and 2-level security protection for data in the hard disk and
host layers to prevent video data loss
– Ensure a dedicated live feed of relevant zones to police stations and command centres
■ Multiple remote monitoring technologies can be leveraged
– Infrared
– Gun-shot / audio sensors
– Cyber patrol and communication monitoring system
– Integrated GIS-based automated vehicle tracking and management system
2. Citizens’ participation
■ Create comprehensive information online for travellers using crowd-sourced
information with tips and tricks on guarding against being fleeced by taxis, bank/ATM
fraud, etc.
■ Develop ABB Punetel app along with a suite of other citizen apps that allow citizens to
directly report crime in real time to the appropriate authorities
■ Share effectiveness assessments, reports and research done by crime branch, police
and other agencies with the public
■ Develop heat maps using both police and citizen inputs which would help citizens avoid
certain hot-beds of crime and gang violence
3 Special service for children, senior citizens and women
■ Use location-based services and CCTV technologies to notify authorities and family
members of emergencies involving children, the disabled, the elderly, and those suffering
from Alzheimer’s disease
■ Use smart devices such that when the user leaves a designated safe zone or pushes
its emergency button, an emergency alert is sent to guardians, police, fire departments
and CCTV control centres
■ Set up real-time CCTV networks and children’s smart devices to use wireless networks
to locate missing children as quickly as possible
■ Create dedicated “children safety zones” using a multiple-input and multiple-output
(MIMO) wireless infrastructure mesh network with 100% CCTV coverage
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17. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the area-based development
proposal. What will your city do if these factors turn out to be different from what you have assumed?
(max. 500 words)
The success factors for ABB are driven by the key strengths of Pune, which are along the
following dimensions:
Citizens’ buy-in for proposed initiatives: PMC was able to connect to more than 10,000
households and 20,000 people in the ABB area for local area development. As a result,
the current ABB proposal has extensive citizen support, which will be one of the key
success factors for successful execution. 8000 families (around 30,000 people out of
40,000) of ABB Area signed on citizen pledge, supporting the effort. Pune will need to
continue receiving such support to make this a reality. Residents will need to adhere to
the new policies for smart zone, and pay extra charges for the services provided by PMC.
There is a risk that adequate financial resources might not be recovered from the
citizens. As a risk-mitigation factor, PMC has identified alternate sources of financing that
include land monetization and funds from other missions besides SCM.
Adoption of technology by ABB residents: Pune is one of the prominent IT locations in the
country and contributes a significant share to IT exports. More than 50 percent of the
working population in ABB works in the IT sector and is expected to quickly adopt the
technology-based smart solutions envisaged in the local area. There is a basic
assumption that the residents of ABB would eventually have access to smartphones and
subscribe to 3G/4G plans and wi-fi for connectivity.
There is a risk that penetration levels of internet connectivity remain low, resulting in
fewer downloads of apps from the Pune city app store. As a fallback plan, PMC would
switch to non-internet SMS-based solutions wherever possible. It would also run skilling
initiatives and app-awareness drives in the ABB region.
Start-up zone to trigger mixed-use development: Besides the strong presence of the IT
sector, Pune also boasts of being one of the favorite destinations for tech start-ups in the
country. As per the 2015 NASSCOM report, Pune accounts for 6 percent of all start-ups
in India. It has large technical talent available due to its many universities, along with
cost-effective real estate and good infrastructure. On these lines, PMC has identified an
area to develop a start-up zone in ABB, which would help to create a culture of innovation
and promote mixed-use development.
There is a risk that start-ups may not move to the area or that new start-ups may not
come. To cover up the risk, PMC will ensure adequate incentives, such as free rentals for
18 to 24 months to start-ups to create initial attraction. In addition, PMC has collaborated
with NASSCOM to help bring incubators and accelerators to the city, thereby creating a
whole ecosystem around commercial development in ABB. PMC has also initiated
collaboration with Microsoft and Future Cities Catapult for this.
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18. MEASURABLE IMPACT

What will be the measurable impact of the area-based development propos al, on the area and the
wider city, through scale-up and replication? Please describe with respect to the five types below, as
relevant to your city and propos als (max. 150 words each):
a. Governance Impact (eg. improvement in service provision and recovery of charges due to establishment
of SPV)
1.Faster and better citizen services through an Intelligent Operations Centre (IOC) and a
integrated citizen app for grievance redressal. Targeted to transform local area
operations from reactive to proactive. It will become an integration hub for domain
systems—utilities, transportation, public safety, and prevent them from operating in silos.
Process integration and information sharing across agencies will maximize benefits.
2. ABB–PuneTel Card to develop a connected community in the Aundh–Baner–Balewadi
region: Based on their demographic information, citizens will receive customized
information like updates on cultural events, school registration, major blockages on
routes, etc. This will create a connected community with access to the right information.
3. Digital SPV and e-SPV for better service delivery to partners and citizens: Targeted
ICT solutions to improve the overall functioning of the SPV and streamline multiple
processes. Digital SPV will help partners through faster geo-enabled city operations for
multiple activities such as land management, tax assessment, etc. E-SPV will automate
the entire functionality to deliver citizen services by urban local bodies (ULBs), ensuring
easy, efficient and error-free transactions to citizens. The benefits will include easy
tracking of information, a citizen desk as a nodal point for all citizen-to-government
official interactions including signatures, verification, document submission, etc., and
manning by best-in-class frontline staff.
b. Spatial Impact (eg. built form changed to incorporate more density or more public space)
Public space: Of the 900 acres in ABB, 42 have been earmarked for open spaces. Also,
46 acres of riverfront development, will take total open space to 10% from current 4%.
1. Gardens: 7 new gardens with a total area of 8,654 sq m will ensure that every citizen
will be able to walk to a garden within 5 minutes, designed to highlight the identity of
Pune (e.g., rich culture, musical instruments as a theme). Open gyms with equipment
suitable for senior citizens will also be built into 3 of the gardens. The design will be
simple and spacious, offering a hassle-free place to exercise and socialize.
2. Community halls: Two centres will be constructed with a total area over 1,878 sq m to
be used for community engagements (e.g., vocational programs for low-income women).
3. Open Vegetable gardens: Two vegetable markets will be created over an area of 2,282
sq m to serve 20 percent of the population of the area, creating an experience similar to
other global cities with well-developed open vegetable and fruit markets.
4. Riverfront development: ABB’s 3.5-km stretch of riverfront will be developed into a
world-class recreation hub. This will increase community engagement from local
activities, tourism, improve liveability and also create additional job opportunities for local
slum-dwellers. This concept can be replicated across the 40 km of riverfront in Pune.
Density: While open space will increase, the population in the area will also increase from
40,000 (current) to 1,50,000 (by 2030). As a result, the density in the area will increase to
8,125 people per km (from the current 2500 people per km)—a four-fold increase while
more than doubling public open space. (SEE EXHIBIT 26 for detailed spatial impact)
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c. Economic Impact (eg. new commercial space created for organized economic activity)
As the population of the ABB region increases from 40,000 to 150,000, the total working
population will increase from 25,000 to around 100,000 (Ref. 9). Adding 45,000 jobs in
the region will ensure that:
A) Almost all 100,000 people are gainfully employed. Today, 60 percent of the population
goes out of the ABB area to work and there may not be enough jobs to support this
population growth.
B) Creating 45,000 primary jobs will also lead to around 10,000 to 15,000 secondary
jobs, creating the right multiplier. Both the start-up hub (with service-sector focus) and
the recreation zone on the riverfront will create many secondary employment
opportunities.
C) Average productivity of people will increase significantly, thanks to shorter commutes

and the encouragement to “walk to work”.
Driven by 4x population growth, 40,000 to 45,000 new primary jobs and many more
secondary jobs, the GDP of the ABB region could grow 6 to 7x in the next 15 years,
making it one of the fastest economically growing global neighbourhoods.
This will be the trigger to mixed use development and more high-end jobs across the
city, bringing a significant revolution in Pune's economy.
d. Social Impact (eg. accessible features included in the Proposal)
Apart from the ideas covered under public spaces under spatial impact, here are two
other scalable social impact features (detailed in Exhibit 18):

a) Schools: 8 higher secondary schools over a total area of 26,800 sq m (international
benchmarks of 35 sq ft area requirement per student). Open areas in public schools will
be utilized for developing sports facilities and will be open to the public after school
hours.(Ref. 13)

b) Hospitals: Three specialty hospitals over a total area of 8,211 sq m (international
benchmarks of 40 beds needed per 10,000 population) to provide quality affordable
healthcare attracting healthcare tourists from across the world. (Ref. 13)
c) Slum-free ABB: Babasaheb Ambedkar Vasti slum is a typical representation of slums
in Pune, where the key issues are sanitation, livelihood, education and healthcare. Under
Housing for All, the 486 slums will be redeveloped, leading to inclusive development.

d) Fire stations: Two fire stations in the area will ensure quick accessibility in case of fire
accidents, and 1,372 sq m of amenity space is allocated for this.
ABB area will become slum free and in line with international benchmarks for schools,
hospitals which can be replicated across Pune.
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e. Sustainability, including environmental impact (eg. int ensive 24X7 us e of public spaces results in reduced
traffic and reduced pollution)
Roof-top solar: Solar power will take care of around 15 percent of the total 110 MU
energy requirement in ABB by utilizing 25 percent of available roof-top space. Net meters
will be installed to enable exporting surplus power back to the grid. This model will be
replicated across the city.
a) LED: Energy savings of 30 to 40 percent will be achieved by using LED lamps; 1 MU

of energy can be saved per annum by replacing 3,000 sodium vapour and T5 lamps
(typically 150 W rating) with 90w LED lamps.
b) Green buildings: Pune has already sent to the state government a draft policy for
incentivizing green buildings -in a tie-up with Gruha and the Indian Green Building
Council (IGBC) - where we encourage property developers to get their building
green-certified through discounts on FSI based on Gruha’s star-rating evaluation.
c) Shift to NMT and greener transportation options: With 42 km of bicycle tracks, 100
e-buses, and 100 e-rickshaws, there will be a significant environmental impact improving
the air quality in the ABB area.
d) The river-cleaning project will make riverfronts sustainable again with a healthy river
ecosystem.
e) 10 percent water recycling and rain-water harvesting will improve the water table
considerably and reduce per capita requirement of “fresh water”.
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C. PAN-CITY PROPOSAL (S)

A pan-city smart solution should benefit t he entire city through application of ICT and resulting improvement
in local governance and delivery of public services. The S CP should contain one or two such Smart
Solutions. Generally, ‘smartness’ refers to doing more with less, building upon existing infrastructural assets
and resources and proposing resource efficient initiatives.
19. SUMMARY
Summarize your idea(s ) for the pan-city proposal(s). (max. 100 words)
Smart City Mission specifically mentions ICT based “less is more” solutions as part of
pan-city initiatives. Accordingly, Pune has identified 19 ICT solutions in mobility and
water, the #1 and #2 issues across all interactions and research. These 19 ICT solutions
will cost ~700 cr (both capex and opex for 5 yrs) and are around three main themes:
1. Develop a “Smart Pune Public Transport System” to significantly increase public

transportation usage from current 18%. Use ICT solutions to improve the reliability,
availability and look & feel of buses and bus stops.
2. Develop “Intelligent Pune Traffic System” to reduce congestion on roads (peak hour
speed of only 18 kmph). Use a suite of ICT solutions to synchronise signals, improve
parking and driving real time traffic analysis.
3. Move towards 24x7 water availability across Pune through a host of ICT solutions for
equitable distribution (smart metering), leak/ NRW reduction (helium detection) and
best-in-class customer experience (Ref. 14)
A detailed implementation roadmap has been created for all pan-city initiatives.
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20. COMPONENTS
List the key components of your pan-city proposal(s). (max. 250 words)
Pune has identified 19 “less is more” ICT solutions along three themes (Exhibit 27):
A. “Smart Pune Public Transport System” to improve availability, reliability and passenger
comfort
1. Vehicle health monitoring system (VMS) across ~1080 buses with intelligent kits and
back-end maintenance management system
2. Real-time tracking of 100 percent buses (vehicle tracking system [VTS]) by installing
GPS and setting up a central command control room to monitor driving quality and
service levels
3. CCTV surveillance and panic buttons on 510 buses to improve security
4. Public information system (PIS) comprising bus guides and LED screens depicting
expected time of arrival (ETA) and other critical information across all 190 bus stops and
in around 510 buses, along with mobile apps and website providing real-time information
5. In-bus information system and Wi-Fi in around 1080 buses
B. “Smart Pune Traffic Management System” to reduce congestion

1. Adaptive traffic signals across 319 signals, with a central command centre, and also
equipped with “pedestrian buttons” and PIS
2. Smart parking across seven multi-level car parks, with PIS and real-time mobile apps
3. Private bus aggregators, such as rBus and Shuttl, to provide premium bus options
4. Intelligent road asset management system to improve road condition (using
geographic information systems, or GIS)
5. Traffic mobile apps and online portal with live and future traffic
6. Traffic analysis using CCTV feed and mobile GPS (similar to Citilogik concept in UK)
C. “Smart Water” solutions to ensure equitable distribution of 150 lpcd water to 100
percent citizens 24x7, along with best-in-class customer experience
1. Smart bulk metering at eight WTPs, 161 elevated reservoirs and 328 DMAs across six
zones with SCADA, followed by water audit across the 2,500 km pipeline
2. Helium leak identification system to significantly reduce internal water leakage
3. 100 percent smart metering across 42,650 commercial connections
4. Smart meters for domestic consumption along with revised telescoping tariffs through
a “Give up water subsidy” campaign
5. 24x7 water supply to the city through five pilot DMAs which has 2,000 domestic, 300
commercial and 2,000 slum connections
6. Comprehensive GIS-based customer survey to increase the number of recorded
connections from 1,50,000 to 4,00,000
7. Develop a suite of web, app and call-centre based solutions to address 37,000
grievances annually
8. Set up a separate ICT-enabled billing and recovery department for water with
world-class customer service and improved collections
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21. APPROACH & METHODOLOGY

What is the approach and methodology followed in selecting/identifying the pan-city proposal(s)?
Describe the reasons for your choice based on the following (max. 1000 words):
a. The city profile and self assessment;
b. Citizen opinion and engagement
c. Opinion of the elected representatives
d. Discussion with urban planners and sector experts
e. Discussion with suppliers/ partners
a) The city profile and self-assessment

The purpose of city profiling was to identify issues that are most acute and impact
maximum number of citizens. After extensive desk research across 12 sectors, water and
transportation emerged as the most critical sectors due to the following reasons:
Transport
■ Pune clearly lags behind other large cities in India in public transportation options.
There is no mass transit system in Pune and the number of buses per population is
below the benchmark (37 buses per lakh vs a benchmark of 55 (ref. 20)). Additionally,
buses in Pune have significant issues with availability (25 percent fleet off-road most of
the time (ref.21)) and reliability (84 percent routes have a waiting time of more than 20
minutes). As a result, the public transport trip share is a low 18 percent vs the 50 percent
benchmark. Furthermore, there is a significant perception that people earning more than
INR 20,000 each month hardly use buses. But based on the success of the recent BRTS
corridors—where there has been a 12 percent modal shift (ref.22) to public transport—
there is clear evidence that people will use more public transport if the quality, reliability
and availability of buses are improved.
■ Adding to public woes, congestion has increased dramatically in Pune due to additional
reasons beyond public transportation. Most roads are not uniformly wide, leading to
bottlenecks, signal timings are not synchronized, on-street parking is high due to limited
parking options, and there is lower than benchmark share of NMT (33 percent as against
40 to 45 percent) due to the lack of safe NMT infrastructure and pedestrian walkaways
(60 percent of footpaths have less than 2 m width). As a result, the average speed is 18
kmph and is likely to come down dramatically to 12 kmph by 2030 if no action is taken.
A Google Maps picture of Pune at 7:30 pm on weekdays proves the extent of the
problem, with 70 percent of main roads marked “deep red”, indicating severe traffic
congestion. Transportation and mobility clearly emerged as the biggest pan-city problems
to resolve, based on this exercise (Exhibit 19).
Water and Sewage

■ While Pune’s overall water supply is adequate (average net 219 lpcd vs 150 lpcd
benchmark and against 78, 91 and 116 lpcd in Delhi (Ref. 15), Mumbai and Kolkata
respectively), the distribution of water is not equitable, with 14 percent of the population
getting less than the stipulated 135 lpcd owing to topography, lack of key infrastructure in
some parts of the city and excess consumption in certain localities—driven by lack of
metering (Exhibit 20).
■ Also, majority of the city receives intermittent water supply, with certain regions
receiving water for durations of one to two hours up to four to five hours
(e.g., Baner–Balewadi).
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■ Pune also faces the issue of the discharge of untreated sewage water because of
lower STP capacity.
With Pune’s abundant water availability, ICT solutions can help to drive equitable and
consistent supply of water to citizens. This was taken as another key area to be solved
under the SCM.
b) Citizen opinion and engagement

While city profiling revealed mobility and water as two most critical issues, they had to be
endorsed by citizens across the city to eventually be addressed as pan-city problems. In
true pan-city fashion, a fully inclusive effort of citizen engagement was driven, reaching
out to 50 percent of Pune households before making the choice of pan-city solutions:
■ Envision: With 12 lakh inputs from three lakh households, transport and mobility
emerged as the biggest concern of citizens with 30 percent votes, while water and
sewage was the next major concern with 25 percent votes
■ Diagnose: 13.5 lakh inputs from citizens identified the biggest goals with mobility and
water. In transport, the tops goals were reduction of traffic congestion, improvement of
public transport and better parking facilities. In water and sewerage, the top goals were
clean river/water bodies, zero discharge of untreated water, increased use and sale of
recycled water, availability of 24x7 water supply and reduction in leakage and NRW (29
percent). Citizens were already acutely aware of the key issues revealed by city profiling!
Therefore, Pune identified the exact issues that citizens wanted resolved across the city,
and worked on them to develop truly inclusive solutions.
■ Co-create: Post identification of specific issues, ideas were captured from citizens in
crowd-sourcing mode through workshops and the website. Forty-four percent of the
solutions were related to transport and 15 percent to water and sewage.
■ Refine: Two day-long mini-labs were conducted with elected representatives and
citizens for the two priority sectors to refine solutions.
■ Share: Finally, the developed pan-city solutions were shared with citizens for their
approval before submission, with a total of seven lakh citizens supporting the solutions
proposed for the city.
c) Opinion of the elected representatives

For the approval of pan-city initiatives by the elected representatives, an extensive
four-phase engagement was conducted:
■ Meetings with more than 30 elected representatives presenting the Pune city profile
across 12 key sectors, and also discussing the potential pan-city solutions
■ Review of pan-city solutions by Ministers, Member of Parliaments, Members of
Legislative Assembly, Mayor, Deputy Mayor and other elected representatives to solicit
their views
■ Two day-long mini-labs were conducted for the transport and mobility sectors, where
elected representatives (corporators) and citizens were invited to work with PMC to refine
the solutions developed in each sector
■ Finally, Smart City proposal was presented to the standing committee for their approval
d) Discussion with urban planners and sector experts

■ More than 80 Indian experts and 25 global experts were engaged to develop solution
– Local and pan-India experts and academics, who have worked extensively on projects
in other Indian cities (e.g., 24x7 water projects in Nagpur and Amanora ) were consulted,
including former secretaries of Maharashtra Jeevan Pradhikaran (MJP), Delhi Jal Board
and MSMPCB, former president of the Indian Water Works Association (IWWA),
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professors from the Indian Institute of Technology (Madras and Delhi).

– Global Experts from the consulting firm (e.g. global head of City Service line, global
head of water service line, etc)
– Fifteen urban planners, consultants (e.g., ITDP, Embarq, Cypher, SGI), architects (e.g.,
Water Moore, RSP) and building contractors were asked to design sustainable and
implementable solutions.
■ Four two-day long subject workshops were conducted where focus groups were
created to brainstorm on issues, prioritize the most critical ones, determine causal factors
and develop feasible solutions. These were attended by a mix of local (e.g., Parisar,
Pedestrians First) and global NGOs (e.g., WRI), transportation consultants (e.g., ITDP,
Embarq), urban planners (e.g., PDA, CREDAI), academicians (e.g., CIRT) and PMC
experts.
e) Discussion with suppliers/partners

■ Around 70 best-in-class suppliers were engaged across all sectors to determine the
applicability and feasibility of the solutions.
■ Five day-long supplier workshops were conducted with more than 50 best-in-class
players (e.g., Siemens, Bosch, IBM, Veolia, ESRI, KPIT, L&T, Fairwood Infrastructure,
IL&FS, Intel Solutions, Essel Infra).
■ Continuous engagement with suppliers, such as KPIT, Wipro, rBus and Shuttl,
Siemens, IBM, Wabag, Essel Infra, Suez and Veolia, helped to develop initial solutions
as well as detailed costing and implementation timelines.
■ Several MoUs were signed and PPP models were explored with interested suppliers,
e.g., KPIT for ITMS deployment across buses in Pune, Veolia for 24x7 water supply,
Embarq for the public bicycle sharing system, and rBus and Shuttl for private bus
aggregators
■ Attracting technology start-ups to Pune, e.g., private bus aggregators (Shuttl & rBus) to
create reliable, premium, low-capex public transport options
22. DEMAND ASSESSMENT

What are the specific issues relat ed to governance and public services that you have identified during
city profiling and citizen engagement that you would like to address through your pan city proposal(s )?
How do you think these solution(s) would solve the specific issues and goals you have identified?
(max.1000 words)
There are four specific issues related to transportation and mobility that need to be
resolved:
1. Improving low availability of buses (25 to 30 percent of the fleet down at any time):
VHMS with provisions for diagnosing harsh braking, acceleration, engine transmission,
brake failure etc. and a back-end maintenance management system which can reduce
fleet downtime by nearly 5 to 7 percent (estimated by technology vendor KPIT) and
therefore increase availability
2. Improving low reliability and visibility of buses to commuters (more than 84 percent of
commuters have to wait for around 20 to 40 minutes for a bus)
■ VTS and PIS comprising GPS, ETA algorithms, LED/LCD screens on all eligible buses
and 190 major BRT and bus stops to improve reliability and provide visibility of bus arrival
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■ Continuous route optimization of buses using ITMS data and creation of open data
sources to enable crowd-sourcing along with citizen apps will further reduce waiting time
and crowding of buses
3. Improving poor public perception of buses (more than 60 percent of users have a
monthly income of less than INR 20,000 (ref.23))
■ Refurbishment of 100 percent of buses and bus stops to improve the “look and feel” to
expedite the increase in adoption of buses for transport by the higher-income group
■ Installation of surveillance systems in nearly 510 buses and provision of panic buttons
and smart shut-downs to improve the security of commuters
■ Use of VTS to monitor and control over-speeding and harsh-braking and traffic-stop
skipping to ensure a comfortable ride for commuters, to further increase adoption
■ In-bus Wi-Fi and preloaded information systems in around 510 buses
The details of solution components for public transport ITMS are in Exhibit 21.
4. Reducing high congestion on roads (more pronounced in peak hours of 9:30 am to 10

am and 7:30 pm to 8:30 pm) with average speed of 18 kmph
■ Adaptive traffic management systems (with solar and UPS backups) across 100
percent signals in Pune, to dynamically adjust traffic light timings based on vehicle
density (e.g., a case study of Greater Mumbai reveals the potential to reduce travel time
by nearly 30 percent and increase average speed by 10 to15 percent). The adaptive
traffic management system will also have pedestrian switches on select junctions to
extend times and make crossings safer for citizens, central command control room with
emergency response systems and green corridors, solar-powered traffic lights with power
backup and mobile apps, and alerts and portals for live and forecasted traffic (Exhibit 22).
■ Intelligent road asset management system (GIS-based) to optimize the number of
roads being maintained at any time and reduce road-maintenance funds based on road
conditions.
■ Attract and promote bus aggregators like rBus and Shuttl to create a premium public
service option for car-goers, reducing the number of private vehicles by 1 to 2 percent
(around 60 to 70 percent users of rBus have private vehicles (ref. 24)).
■ Smart parking with real-time mobile app, smart cards and integrated ticketing
infrastructure across seven parking locations to curb movement of vehicles in search of
parking spaces (Exhibit 23).
■ Traffic analysis and forecasting using CCTV footage and mobile GPS that improves
decision-making and reduces disruptions.
Similarly, there are six specific issues related to water and sewerage that need to be
addressed:
1. Finding a solution to the inequitable distribution of water (14 percent of population get
less than the stipulated 150 lpcd)
■ Smart bulk metering across the distribution network with SCADA to determine lpcd
consumption across the city with 95 percent accuracy and ability to take corrective action
by pin-pointing leaks and overconsumption
■ Creating a planning department with independent access to all network data via
SCADA to ensure all pipelines are laid in line with the overall network plan
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2. Improving intermittent water supply throughout Pune combined with lack of

pressurized water in taps
■ Round-the-clock water supply will be piloted in five DMAs (6,000 connections),
accounting for 2.2 percent of Pune’s population, with end-to-end activities from DMA
formation to consumer awareness, done through a pay-for-performance model in a
one-year timeline with a total cost of INR 18 cr to 22 cr (Exhibit 24). Eleven steps to make
it happen have been outlined (Exhibit 25).
■ Introduce smart metering, with a revised telescopic tariff to domestic households,
through the “Give up water subsidy” campaign, where citizens give up paying cess in
property tax and pay according to consumption.
3. Reducing the number of unrecorded and illegal connections that are leading to >30%
NRW, with only 1,50,000 of the total 4,00,000 connections being legal: Comprehensive
customer survey based on a GIS platform to identify and legitimize all unrecorded and
illegal connections, thereby reducing excess pressure on the network, lowering energy
costs and increasing PMC’s annual revenue by INR 84 cr (i.e., 18.67 percent of PMC
budget) from new connections
4. Poor recovery of water charges with nearly INR 400 cr of arrears, high cost of recovery
at 10 percent (compared to the benchmark of 1 percent) with 50 percent of commercial
meters being faulty
■ Ensuring 100 percent smart metering for commercial establishments to increase
revenue by 40 to 50 percent (i.e., INR 30 cr) and cut consumption and energy costs
■ Establishment of a separate recovery department with lean management to reduce the
cost of earning revenue and focus on collection of revenue from slums (INR 6 cr), new
connections identified through survey (INR 80 cr) and recovery of arrears (INR 25 cr)
5. Addressing the management of approximately 37,000 grievances received annually,

since the current set-up is inadequate to meet service levels: Develop a suite of web and
app-based solutions for grievance redressal and online bill payment, which includes an
IVR (automated calling system), a 24x7 call centre, a user-friendly website and a mobile
app for clicking pictures and giving GPS co-ordinates to the local junior engineer/ward
officer
6. Addressing lack of awareness among citizens and high levels of wastage at the
household level: Mass online and offline consumer awareness campaigns through
physical as well as digital modes that include gamification campaigns, hackathons for
idea generation, and competitions for making TV adverts.
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23. INCLUSION
How inclusive is/are your pan-city proposal(s)? What makes it so? (max. 150 words)
We identified and rigorously followed 3 criteria for inclusiveness: 1. Spans the city and
impacts the maximum number of people. 2. Has impact across all segments, especially
the low-income group. 3. Addresses the concerns citizens had explicitly raised.
Inclusiveness for transportation: An improved public transportation system will most
benefit the low and mid-income segments (60 percent passengers dependent on public
transport earn <INR 20,000 a month). The “Smart Pune Public Transport System” to
improve availability, reliability and passenger comfort will be implemented in all public
buses. The “Smart Pune Traffic Management System” will be in effect across all signals
in PMC area, impacting the entire city. This will help all segments, from two-wheeler
riders to car drivers, making it truly inclusive.
Inclusiveness for water and sewage solutions: Starting with five pilot DMAs, the entire
city will receive 24x7 water supply, making it truly inclusive. Three ICT solutions to
reduce consumption (smart commercial metering, customer survey and smart bulk
metering) will save water for channelling to water-deficient areas, helping those worst hit
by water scarcity. The “Give up water subsidy” campaign aims to cross-subsidize the
weaker section.
All issues and solutions are based on inputs from around 40 percent of Pune households,
making them fully inclusive.
24. RISK MITIGATION

What are the three greatest risks that could prevent the success of the pan-city proposal(s)? In table 3, describe
each risk, its likelihood, the likely impact and the mitigation you propose. (max. 50 words per cell)
TABLE 3
While ICT solutions in mobility and High. Citizens may feel that their Pune has drawn a
water will definitely improve the Clear evidence of problems have not been holistic roadmap to drive
situation, making a significant, investments is required in addressed in spite of not only ICT solutions,
perceptible difference will require capex and non-ICT pan-city ICT efforts. but other solutions as
holistic solutioning across non-ICT solutions based on well. It has identified
(“less is more”), and more benchmarks and sources for the required
capex-intensive solutions. extensive research. infrastructure funding. It
has also planned to
resolve these issues in a
holistic way, thereby
mitigating the risk.
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TABLE 3
While ICT solutions will be High. Project execution could be Other agencies have
delivered under SCM, significant Implementation of delayed due to the lack of been fully co-opted
interaction and cooperation will be solutions like GPS on coordination between while solutioning for
required with other agencies (e.g., buses and adaptive traffic agencies; cost and time pan-city initiatives; key
PMPML that owns all buses) and control will not work if overruns on projects. people of other agencies
the city traffic police. other agencies do not to be part of the
cooperate. governing board of new
SPV to ensure full
cooperation; service
level agreements will be
created between
agencies for role clarity.
Potential low impact of ICT Medium. There would be low SPV to have the right
solutions if ideas are not The quality of solutions will impact and below-par competency to award
implemented well and contractors be affected without the performance/low service and execute pan-city
not well managed to deliver on right incentives to levels. projects, especially
service levels. suppliers and the right knowledge about ICT
team to manage contracts. solutions and how to
implement them. A
detailed SPV structure
has been created to
execute pan-city
solutions.
Contracts will be
structured as
pay-for-performance.
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TABLE 3
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25. FRUGAL INNOVATION

Which is the model or ‘best practice’ from another city that you are adopting or adapting in your
proposal(s)? How are you innovating and ensuring best use of resources? Is there an aspect of ‘frugal
innovation’ in your proposal(s)? (max. 500 words)
Transport and mobility
■ Vehicle tracking systems set up in 100 percent buses (6,800) in London, Seoul (8,500),
Bogota (Transmilenio, 1,500) and Mysore (400)
Innovation: Forecasting traffic for special days/times—such as road/metro restrictions
due to repair, traffic restrictions and festivals—to help optimize bus routes
■ Public information system (PIS) revamp with bus guides implemented in 100 percent
bus stops in Metropolitan Transportation Authority and Seoul
Innovation: Security features installed in buses and at bus stops to prevent theft and
ransacking
■ Vehicle health monitoring system (VHMS) kits installed on all 244 buses operated in
Tennessee, USA (Intel has worked extensively on Greyhound bus fleet in US) (ref.25)
Innovation: Rugged anti-theft and anti-tampering design
■ Adaptive traffic management systems with central command centre set up across 300
traffic signals in Mumbai, 97 in Patna and 100 percent of signals in Singapore (ref.26).
■ Smart parking for 100 percent parking spaces in Amsterdam (aided by the app
Mobypark), Barcelona (Appark) and San Francisco (ref.27)
Innovation: Use of CCTV-based system over physical sensors (which might be
susceptible to theft and damage)
■ Private bus aggregators—two active in Mumbai, with rBus catering to 19 routes and
63,000 rides, Shuttl (active in Delhi NCR) about to reach 100,000 rides
■ New technology—traffic analysis using CCTV and mobile GPS being piloted in Pune
■ Intelligent road asset management being deployed by NHAI for asset management of
3,000 km of highways (called RAMS); United States Federal Highway Administration
extensively uses roughness indicators and ASTM standards (ref. 28).
Water and sewage
■ 24x7 water supply pilot in Pimpri–Chinchwad, which has the same terrain and
structure; pay for performance model in Nagpur (250,000 connections), West Delhi
(130,000) and Karnataka (25,000) (Ref. 16) has enabled a phased approach to a 24x7
water solution
Innovation: 24x7 water scale-up goes hand-in-hand with customer survey and awareness
campaign to push acceptance of smart metering and ease of converting illegal
connections to legal
■ Comprehensive customer awareness programs including concepts such as Water

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Friends/Ambassadors observed globally in Singapore and domestically in Karnataka and

Nagpur
■ Customer surveys based on GIS platforms have been implemented worldwide in cities
such as Barcelona, Amsterdam, Delhi and Bangalore
Innovation: Low cost, since Pune’s existing network of pipelines and reservoirs is already
captured on a proprietary GIS platform, total cost of INR 5.5 cr (INR 48 per connection)
and additional annual revenue of INR 60 cr; incentivize plumbers to provide details of
illegal connections that can be converted to 24x7 water supplied legal connections
■ Smart Metering done in several cities globally such as Dubuque, Malta, Barrie (44,500
connections) (Ref. 17), as well as India such as Malkapur (5,000 connections), Greater
Mumbai (100,000), Delhi NCR (300,000) (Ref. 18)
■ Smart helium-based leak identification with preventive maintenance done in Doha, Sao
Paulo, Beijing, Pimpri–Chinchwad, (268 km inspected, 269 leaks found), Malviya Nagar
in Delhi (84 km, 303 leaks), MCGM, Maharashtra (80 km, 135 leaks) (Ref. 19)
■ Prudent to make smart commercial metering compulsory and establish separate billing
and recovery department—capex to be recovered in 24 months
■ ‘‘Give up water subsidy” based on the previously successful “Give up LPG subsidy”
program of the Central Government
26. CONVERGENCE AGENDA

In Table 4, list the Missions/Programmes/Schemes of the Government of India (eg. SBM, AMRUT,
HRIDAY, Shelter for All, Digital India, Make in India, Skill India) and relevant external projects and
describe how your proposal(s) will achieve convergence with these, in terms of human and financial
resources, common activities and goals. (max. 50 words per cell)
TABLE 4
S.No Missi ons/Programmes/Schemes/Projects How to achieve convergence
1 AMRUT ■ Under AMRUT, PMC has requested INR 938
cr to:
– Build key infrastructure to help the deficient
14% of the population overcome water scarcity.
– Install bulk meters, conduct water audits and
use leak identification to reduce NRW.
■ AMRUT will provide funding and SPV will

handle implementation.
■ AMRUT will provide all core infrastructure

required; SCM will implement smart ICT
initiatives.
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TABLE 4
2 NRCP ■ This scheme can fund initiatives which show
a direct impact on the river.
■ JICA has already approved funding (INR 990

cr) to construct 11 STPs.
■ This will help to create hard infrastructure for

water and sewage, complemented by ICT
solutions from SCM.
3 Metro grant for public transport ■ Phase-I of the Pune metro has been
approved by the Ministry of Urban
Development (MoUD); the grant of funds is
under consideration. This will help to achieve
holistic solutioning in the long term, while ICT
solutions can be driven under SCM.
4 MORTH Grant for Ring Roads ■ 3 ring roads—HMRTC, inner and outer—are
under consideration as part of this scheme
(INR 15-20,000 cr). The state will make part of
the funding along with the Centre. As in the
case of the metro, this will also help in holistic
solutioning by taking care of bypass traffic,
while SCM is used for ICT solutions.
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TABLE 4
5
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27. CONVERGENCE IMPLEMENTATION

Describe how the convergence will be implement ed? (max. 350 words)
National River Conservation Project: A sewage treatment project of INR 990 cr has been
approved. Pune’s population will grow resulting in 300 to 350 MLD increase in total
sewage. The NRCP will manage this through:
■ Augmentation of 10 STPs located across the city along with 113.6 km of sewerage
works to meet capacity requirements up to 2031
■ Installation of SCADA and GIS mapping platform
■ Selling 5-7 MLD of treated water to industry, railways, gardens and business parks.
A detailed DPR for NRCP is being prepared and all smart elements to be done under
SCM will be augmented in the DPR (SCADA, GIS mapping platform, etc.) to achieve full
convergence.
AMRUT: Total funding of INR 935.80 cr has been requested from AMRUT to:
■ Augment network and storage capacity in areas without piped water supply (INR
212.21 cr)
■ Improve water-supply levels in water-scarce fringe areas (INR 309.29 cr)
■ Reduce NRW via metering and leak identification (INR 414.30 cr)
Convergence will be achieved with the 10-year 24x7 water supply project across the city:
■ The building of key infrastructure (reservoirs and pipelines) will complement the overall
network development. The bulk metering and SCADA system will be set up to conduct
water audits and identify illegal connections.
■ As domestic metering and telescopic tariff pick up pace after the voluntary scheme,
funding from AMRUT will help implement 100 percent metering across the city.
MoUD/ MoRTH grants for metro and ring roads

■ Phase I of the Pune metro has been granted approval by the MoUD, and the grant of
funds is under consideration
■ Three ring roads—HMRTC, inner and outer—are under consideration as part of the
MoRTH scheme (INR 15-20,000 cr). The state will grant part of the funding, as will the
Centre. This will help to achieve holistic solution in the long term, while ICT solutions can
be driven under SCM.
28. SUCCESS FACTORS

Describe the three most significant factors for ensuring the success of the pan-city proposal(s). What
will your city do if these factors turn out to be different from what you have assumed? (max. 250
words)
1. Clearly defined organization structure, roles and responsibilities of all stakeholders

involved (PMC, SPV, PMPML, city traffic police), e.g.:
■ O&M of buses by PMPML and ICT installations by pan-city SPV, adaptive traffic control
installation by pan-city SPV, while signals will be controlled by the local traffic police
■ Water O&M to be carried out by PMC, but ICT solutions to be implemented by SPV
Action Plan in case of variations:
■ MoUs with service levels between different agencies for reference in case of challenge
Page 59 of 92
■ Governing board of the SPV to have key people from all these para-statal agencies.
■ Governing board of the SPV to have adequate powers to resolve any disputes, enforce
contracts with public or private organizations, if required, redraft contracts as well.
2. Policy changes to complement the projects and initiatives
■ Integrated, holistic, planned development (e.g., BRT and Metro in conjunction with
existing buses serving as feeders)
■ Implementation of paid parking policies throughout the city
■ “Give up water subsidy” scheme
■ Drive significant change management program wherever policy changes face hurdles.
■ Change scope of ICT solution to fit in exiting policy framework, wherever possible.
■ Ensure effective project management and control link between SPV and other bodies.
3. Adoption and use of technology by citizens
■ Penetration of internet, connectivity, smart phones, laptops is a must
■ Improvement in 3G/4G or public wi-fi infrastructure
■ Use of apps from Pune city app store
■ Switch to non-internet SMS-based system where possible.
■ Create multilingual and easy-to-use apps.
■ Undertake skilling initiatives and app awareness drives for citizens.
■ Refine apps by making them open source and making data from ICT solutions public.
29. BENEFITS DELIVERED

How will you measure the success of your pan-city proposal(s) and when will the public be able to
‘see’ or ‘feel’ benefits: immediately, within Year 1, or in t he medium or long term, 3-5 years? (max. 150
words)
Less than 12 months:

Transport: Mobile app to track 100% buses, all bus stops that are coded and equipped
with SMS-based ETA service, bus aggregators begin operation, 1 MLCP working
Water: Smart commercial metering initiated, improved convenience in the billing process
for users, better service through new grievance app, portal and call center
12-24 months:
Transport: Smoother traffic flow as adaptive traffic control implemented, ~190 “smart” bus
stops with PIS and security features, smoother bus driving, adherence to schedule and
fewer break-downs, traffic apps to pick modes and routes, 3 operational multi-level car
park with smart parking, improved decision making through traffic analysis
Water:24x7 water in pilot DMAs, deficient areas get more water as leakages & NRW drop
24-60 months:
Transport: Significant reduction in congestion, high usage of a high-quality, smart
integrated multi-modal transport (Bus, BRT, MRTS) system, 7 smart MLCPs in the city
Water: 3 out of 5 zones (40–50% of Pune’s population) have adequate water supply with
smart metering (residential), best-in-class smart metering, automated billing and payment
and 24 hour turnaround of complaints. 24x7 water to 100% of Pune in 10 years
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30. MEASURABLE IMPACT

What will be the measurable impact of your pan-city proposal(s)? Please describe with respect to the
following types given below, as relevant to your city and proposals (max. 150 words)
a. Governance Impact (eg. government response time to citizen complaints halved, creating faster service
delivery overall)
Transport :The vehicle tracking system will enable PMPML to respond to incidents of
over-speeding, harsh braking, skipping red lights, etc. Vehicle health monitoring will
improve fleet utilization from 68 percent to 75 percent, translating to a 4 to 5 percent (ref
29) increase in revenue and making PMPML healthier (significant financial issues at
present).The surveillance system will reduce ransacking and damage of buses/bus stops
and ensure faster emergency response system. Using central command centre will
ensure faster decision-making in traffic management, forecasting of traffic conditions and
volume, and will help in future planning. Intelligent asset management will optimize
investments and save 10 to 20 percent (ref 30) of the annual maintenance cost.
Water and sewage: Smart bulk metering will enable PMC to prudently plan the water
network prudently based on accurate lpcd consumption data. PMC will also be able to
respond to new connection requests in a resource-efficient and time-bound manner.
Ground-water levels will be higher as the ground water used by the construction sector
will be replaced by STP-treated water. Trifurcation of water department into 3 verticals
(Projects, O&M and PR) to lead to greater efficiency and better customer satisfaction.
b. Impact on public services (eg. real-time monitoring of mosquito density in the atmosphere reduces
morbidity)
Transport : Move significantly to a society where poor do not need cars and the rich take
public transport to commute. Reliable, on-time and safe public transport that is
ITMS-enabled will improve customer convenience and comfort. This will help shed the
image of buses as a “poor man’s transport” and increase number of passengers by around
10 to 12 percent. Adaptive traffic control systems will increase traffic speed by 10 to 20
percent and reduce congestion by (up to) 30 percent (ref 31). The PBS network with road
design to promote walkability will increase the use of NMT by 5 to 6 percent, reducing the
number of private vehicles by a similar value. Public transport ITMS, wi-fi, PIS and apps
will improve the image of public transport and increase passenger volume by 6 to 7
percent.
Water and sewage: The move to 24x7 water supply in five DMAs will fundamentally
transform the public perception of water availability in Pune. This will be a big driver for
making it happen across Pune and also potentially changing the financial model of water
distribution. A simple central system comprising IVR, centralized call centre, user-friendly
website and mobile-based applications will help to file complaints and transform citizens’
experience. Domestic metering will curb excess consumption, allowing PMC to channel
water to deficient areas.
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D. IMPLEMENTATION PLAN
31. IMPLEMENTATION PLAN
In Table 5, describe the activities/components, targets, resources and timelines required to complete the
implementation of your area-based development and pan-city solution/s. This should include the items
mentioned as Essential Features in Q. No. 16 plus other ‘smart’ solutions, including accessible infrastructure
for differently-abled. (max. 50 words per cell)
Table 5
S Activity/component Indicator Baseline Target Resources Likely date
. (as on) required of
N completion
o
AREA-BASED DEV ELOP MENT

1 1. Increase in open spaces by # of gardens 4 13 INR 1.25 cr Dec 2016
converting unused amenity space
into gardens, open space Open vegetable 0 2 INR1.6 cr May 2017
innovation. markets
Multi-purpose 0 2 INR 10 cr May 2017

community hall
2. A marquee riverfront Walking 0 3.5 km INR 100 cr for full Dec 2018
development along with river promenade riverfront
cleaning to double up open development; arts
space along with creating world village through
class recreational area Arts village None Thriving arts CSR support,
village on river riverfront
restaurants will be
Riverfront None 5-7 bid and on Dec 2019
restaurants commercial basis,
river cleaning from
Treated water 175 MLD Zero discharge JICA funds Dec 2019
sewage
Root-zone Nil 4 km riverbed INR 8 cr Jun 2017
cleaning
2 3. Assured 24X7 electricity % of LED lamps 7% 83% Private player puts LED lighting:
supply with significant all infrastructure Sep 2016
improvement in sustainability and % of sodium vapor 0% 17% required for LED
energy efficiency by lamps controlled lighting / dimmers
implementing by dimmers and gets % of
- 80%+ LED lighting savings in return
- Solar roof tops Energy savings on Nil 30%
- Smart Grid street lighting
% energy supply Almost nil 15% Solar panels on Solar panels:

through solar buildings under Apr 2016
PPP model at zero
AT&C losses 9% 6% cost - citizens to
pay directly
Billing efficiency 98% 100%
Collection 96% 100%

efficiency
Power outages 2 hours Almost nil INR 364 cr to Smart grid
(due to failure) execute Smart Grid and net
project, INR 304 cr metering:
by MSEDCL Mar 2019

Page 62 of 92
Table 5
N completion
o
3 4. Adequate water supply, smart % meter coverage 0% 100% INR 87 Cr for Water supply:
metering and sewage treatment reservoirs, 6.4 cr Dec 2017
Water supply (hrs) 1 to 5 8 to 10 for society level
sumps, 43 cr for
Water deficiency% 60-70% 0% stormwater drains,
100 Cr for
No of reservoirs 8 14 Augmentation of
Baner STP by 30
Km of pipeline 139 189 MLD and Bopodi
STP by 19 MLD
Rainwater <10% 100% across all (STP Rainwater
harvesting housing societies augmentation harvesting:
covered under Mar 2017
Stormwater drains 40% of area 100% of area JICA) Stormwater
Dec 2017
STP
Treated sewage 48 MLD 97 MLD augmentation
Oct 2019
Waste water Nil 10%
recylcing
4 5. Create a zero garbage and Waste collected 70% 100% INR 16 cr June 2017
100% sanitation society
Waste segregated 55% 90%
Number of public 10 74 INR 2 cr May 2017

toilets
6. NMT increase, street redesign New/ retrofitted 0 70 km INR 31 cr Dec 2017

to reduce congestion, vehicle footpaths along
free road with curb ramps
Street redesign 0 27 km INR 189 cr Dec 2017
Junction design 0 14 nos INR 14 cr Dec 2017
Non-motorizes 0 1 INR 5 cr Dec 2017

road
PBS nil 42 km, 1200 INR 9.5 cr June 2018

bicycles, 112
stations
Placemaking Minimal All roads INR 30 cr Dec 2017
5 7. Improving public E-buses as feeder 0 100 e-buses INR 125 Cr, out of Dec 2016
transportation to increase usage network which 70 Cr
from 18% to 40% provided by FAME
E-rickshaws for 0 100 e-rickshaws INR 1.1 cr Dec 2016

connectivity
BRT to Hinjewadi 0 8 km BRT INR 210 cr Sep 2020
ICT enabled bus

stops 0 54 bus stops to INR 27 cr Sep 2020
be retrofitted
Transit hub for Developed by the
long distance 0 Large transit hub SPV on PPP Nov 2018
commute with 100 buses model
capacity
ABB - # of jobs SPV to fully fund
8. Start-up hub for job creation (including start-up 10,000 45,000 (13,000 start-up hub, Nov 2018
and new jobs) from start-up hub) potential to earn
INR 1000 cr from
commercial space
# of start-ups - 200
Page 63 of 92
Table 5
N completion
o
6 9. Improve social infra by # of schools 13 21 PPP model June 2019
increasing schools and hospitals
to benchmark levels # of hospitals 9 12 PPP model Dec 2019
10. Leverage IOT for citizen CCTV coverage 20% (23 100% (114 INR 27 cr Jan 2017
services and security and ease cameras) cameras)
of doing business
Emergency 20-30 min 5-7 min
response
Single window Nil 20-25 Costing included in Dec 2016

e-services pan-city command
control center
Public wifi 0% 100% INR 137 cr (PPP Aug 2017

mode)
Digital literacy 60% 100% in family INR 2 cr Dec 2016
E-enabled Nil All permissions

business service related to setting
up business
7 11. Drive inclusive development # of slums 407 Nil Through SRA Dec 2020
of area through zero slums scheme
Skilling of slum Nil 800 June 2017

youth INR 2 cr for all
slum related smart
Tablet based 0 1700 solutions Jun 2017
"mHealth"
# of affordable Nil 300-400 INR 40 cr Dec 2020

houses
12. Visible improvement in area Underground 20-30% 100% As part of smart Mar 2019
wiring grid project
Smart Parking No MLCP 1 MLCP with 750 INR 50 cr for Dec 2017
(vehicles on road) vehicle capacity construction of
to reduce on mechanical MLCP
street parking
8 13. Other IOT/ smart features in ABB Punetel card No citizen card Unique card to Included in e-gov Dec 2017
the area across the area cater to unique cost
citizen needs of
the area (from
utility services to
interests)
Page 64 of 92
Table 5
N completion
o
PAN-CITY SOLUTION
1 Smart Public transport for Pune Number of buses 0 out of 1440 1440 to be fitted INR 70 cr April 2018
with GPS/ buses with GPS, VTS
- Real-time tracking of buses VTS/PIS/Vehicle and health
using GPS Health Monitoring monitoring
Systems systems
- Maintenance using vehicle 510 buses with
health monitoring system PIS and 190
stops, and
- Passenger information system terminals with PIS
(PIS) with LED screens in buses 100% buses
and bus-stops trackable with
VTS
- Mobile app to track-bus location
and ETA real-time Number of smart 0 of 1900 Bus Bus Stop code
bus stops with Stops based SMS ETA
- Ride quality monitoring using passenger service for 100%
smart sensors information bus stops
systems
- In-bus Wi-Fi and information
system
2 Intelligent Pune Traffic Systems Number of signals 0 out of 319 100% of signals INR 123 Cr June 2018
synchronized and Adaptive Traffic
- Signal synchronization smart traffic lights Management
and signals Systems with
- Smart traffic lights with solar pedestrian
panels, UPS back-up, pedestrian switches
switches and PA system
Multi-level car 0 out of 7 7 smart parking INR 15 Cr April 2019
-Smart Parking Initiatives parks (MLCPs) in lots with ¬4500
the city enabled slots, apps, PIS
-e-Chalaan Systems with smart with Smart Parking and Card based
Chalaan payments payments
Number of traffic Nil 500 cops to be INR 2.5 Cr Dec 2016

police personnel equipped with annually in
equipped with android based connectivity and
e-Chalaan Tablets e-chalaan tablets Opex
3 Smart Pune Traffic Planning Percentage of 0% 100% of fund INR 3 Cr Road Asset
Suite funds that are allocation takes Management:
allocated based on place using Apr 2017
- Integrated Road Asset actual road real-time road
Management Systems condition data condition data
- Traffic pattern analysis using

mobile GPS data Transport planning No analysis Transport INR 18 Cr Traffic
using traffic done planning using analysis: Dec
origin-destination heat maps and 2016
study and analysis changing travel
patterns
Page 65 of 92
Table 5
N completion
o
4 Use ICT based solutions to NRW 30%+ 15% Helium leak
reduce losses/NRW and identification:
generate electricity: No. of invisible Nil 2.5 per Km INR 19 Cr Dec 2017
leaks identified (expected)
A. Advanced Helium Leak GIS
Identification No. of registered 150,000 400,000 INR 5.5 Cr Customer
connections connections connection survey: Apr
B. Customer survey on GIS 2017
platform to record all connections No. of Nil 6000 INR 22 Cr
connections with Pilot 24X7:
C. Make Naidu STP (115 MLD) 24X7 water Dec 2017
energy neutral
Electricity 0 units 1.92 million units INR 6 Cr STP
Generated electricity
annually generation:
Feb 2017
Smart water metering across all

5 levels:
A. Smart Bulk Metering with DMA Water Audit No information Proper Audit INR 83 Cr Dec 2017
Isolation and SCADA across
entire water network Pressure No Pressure Partial pressure
Management observed management
Network Planning None taking Based on GIS

place Platform
B. Smart Metering across 100% INR 60 Cr Ongoing till
of commercial establishments Functional Meters 25% 100% Dec 2019
Revenue 60 Cr. 90 Cr
generated/ year
Data with upto
Consumption Data N/A 95% accuracy INR 20 Cr Continuous
C. Introduce domestic metering
via a voluntary “Give up your Average LPCD 219 180
water subsidy” scheme along
with a telescopic tariff Domestic 0% 100%
Metering
Develop a comprehensive suite Grievances 1% 80% Capex and Opex Dec 2016
6 of web and app based solution recorded through already covered as
for easy grievance redressal, automated a part of the IOC
complaint lodging and bill mechanism (in E-Governance)
payment
Record of No e-records 100% e-records
complaints kept
Performance Nil Regular reviews

review of junior
engineers
No. of options for One i.e. calling Four including

grievance up local ward IVR, Website,
redressal office App and 24x7
available to Call Cente
citizens
Page 66 of 92
32. SCENARIOS
Using information from Table 5, describe the critical milestones, realistic timelines and sequencing of
efforts and events that you are projecting as the short -, medium- and long-t erm scenarios for your
smart city. If nec essary, include PERT and CPM charts in Annexure 3. (max. 500 words)
By the time Pune gets selected among the top cities, a detailed execution plan will be
created for about 50 initiatives across pan-city and local area (within the first 6-8 months
of selection) including DPR, vendor/ partner outreach and discussion, finalization of
package and potential award of 40-50% of the packages. In order to enable this
execution, two things will be critical:
1. SPV top team is in place and key people who would execute the critical packages are
in place (SPV structure is detailed in SPV Q# 33). At least 5-6 HODs should be in place
within the first month, who are best in class as per market standards.
2. SPV is able to get best expertise based help to execute these packages: Since it will
take time before its full team gets ramped up (and also because significant expertise is
needed), SPV will aim to get best international help in creating DPR and vendor/ partner
selection within the first 6 months of the execution phase. Future Cities Catapult, a
leading city solutions organization in the UK, has already written to PMC to support its
Smart City initiative. Additionally, Pune has been selected as one of the 3 cities in India,
which will get direct support from the UK Government in implementation of Smart City
Plans (both Funds and Expertise). Also Cities Development Initiative For Asia (CDIA) has
extended support to Pune for setting up a technical assistance cell for the next 2 years.
CDIA is an international partnership initiative by ADB and German Government for
assistance to mid-size Asian Cities on capability building and implementation.
After the detailed execution plan is in place, all short, medium and long term initiatives
will be executed. An initial cut on timelines for all major initiatives for pan city and local
area is taken in Exhibit 28 and Exhibit 29 respectively. While doing the initial planning for
the timelines and milestones, the following principles were followed:
1. ‘Quick-win’ initiatives that do not require significant physical infrastructure creation and
are more ICT dependent should be fully completed in the first 12-18 months of execution,
for example: A) LED lighting: funds not required, just needs replacement, vendors to
execute contract on % savings basis – finish early in 6 months (Sep 16), B) Single
window clearance for 20-25 citizen services: e-governance module needs to be rolled out
with just change in processes and no major capex (Aug 2016) C) Pan-city Smart ITMS
public transport: can be quickly rolled-out in existing PMPML buses. Low capex (INR 70
Cr over 2 years) and the impact is high for both for citizens (higher quality of ride and a
shift from the perception of buses as a ‘poor man’s transport’) and for PMPML (~10%
increase in revenue due to higher number of passengers).
2. Initiatives that require high capex and have a long lead time to impact were phased-out
appropriately to ensure projects are not stalled due to lack of funds, e.g. augmenting 46
km road infrastructure in ABB area is a high-capex (~INR 190 Cr) and long lead-time
activity (total of 4 years). It has, therefore, been split into 3 phases and arterial roads that
are expected to have higher traffic in the future have been prioritized.
Page 67 of 92
- Similarly, Smart parking at 7 new MLCPs that will cost INR 17 Cr and take 4 years to
complete is phased-out in 3-phases – with the first one being setup in the transit and
start-up hub in ABB to ensure the tighter project management and control and ensuring
that the pilot is successful
3. Integrated planning was done for initiatives in convergence with other government
projects and schemes, e.g. in local-area, smart grid and metering has been planned in
collaboration with MSEDCL’s Pune smart-grid project. MSEDCL has agreed to take up
ABB area as the pilot for smart-grid project where-in Smart City funds will be used to
install smart meters in ABB area while the cost of revamping T&D infrastructure will be
borne by MSEDCL.
4. Detailed cash-flow was constructed to ensure cash outflow due to projects matched the
cash inflow from funds from the Smart City mission and other sources like land
monetization, CSR and other government missions, and also revenue from completed
projects offsets the O&M cost, eg, in pan-city water, 100% smart commercial metering is
one of the first initiatives that will be taken up. On completion, this will generate additional
revenue of INR 30 Cr per year which can be spent on repair of pipelines while conducting
leak identification using Helium leak.
33. SPV
The SPV is a critical institution for t he implementation of the P roposal. Describe the SPV you propose
to create in your city, with details of its composition and structure, leadership and governanc e, and
holding pattern. Based on your responses in Table 6 describe how you envision the SPV to fulfill the
role set out in the Mission Guidelines. (max. 500 words)
Table 6
(CHECKLIST: supporting documents for 1-7 must be submitted in Annexure 4)
S. No. Acti vity Ye s/No
Resolution of the Corporation/Council approving Smart City Plan including

1.
Financial Plan. Yes
2. Resolution of the Corporation/Council for setting up Special Purpose Vehicle. Yes
Agreement/s with Para Statal Bodies, Boards existing in the City for
3. implementing the full scope of the SCP and sustaining the pan-city and area- Yes
based developments.
4. Preliminary human resource plan for the SPV. Yes
5. Institutional arrangement for operationalisation of the SPV. Yes
If any other SPV is operational in the City, the institutional arrangement with
6.
the existing SPV Yes
7. Additional document/s as appropriate Yes
Page 68 of 92
Pune realizes the importance of SPV in implementing the plan Therefore, it is moving
ahead towards the formation of Smart City SPV for the execution of projects under
Smart City mission. The delegation of powers to the SPV is proposed to be done
under Section 66(41A) and 66A of the Maharashtra Municipal Corporation Act. Private
investment will be suitably accommodated in the SPV structure, while ensuring that
the balance of power between the State Government and PMC is maintained
(including at sub-SPV level).
Since the SPV aims to increase the revenue and/or reduce the cost of operations of
PMC by bringing in innovative practices and improving efficiencies, the incremental
benefit / part of freed budget due to efforts of SPV, will be granted to SPV to fill the
O&M expenses gap. An escrow account will be opened to receive such revenues.
Any Dividends will be ploughed back into the SPV till the time there are no private
shareholders in the SPV.
The Governing Board shall convene once every quarter and will take major strategic
decisions and approve the annual strategic plan of the SPV. It will comprise of:
a) The Municipal Commissioner of PMC who will also be the Chairperson of the SPV
b) The Mayor, Chairman of the Standing Committee, the Leader of Opposition and
three other Party Leaders (> 10 representatives in House) c) The State Government
will be represented by the District Collector, Commissioner of Police, CMD of PMPML,
Chief Engineer of MSEDCL, Pune d) 2 eminent citizens e) Representative of MOUD,
GOI, and f) The Chief Executive Officer (CEO) of the SPV
The SPV shall also have an Executive Committee that will meet once a month to take
month-to-month decisions on the functioning of the SPV that are beyond the authority
of the CEO. Executive committee will comprise of: (a) Municipal Commissioner of
PMC (b) CEO of the SPV(c) Chief Financial Officer (CFO) of the SPV
The Board shall appoint the CEO from open market with the concurrence of MoUD for
a fixed term of 3 years, extendable by 2 years. The compensation of the CEO will be
at par with market standards. Other key personnel in the SPV along with the end-state
architecture of 45-50 employees is detailed in Annexure 4.4. Further, project
management experts may also be appointed by the SPV for designing, developing,
managing and implementing projects.
Additionally the SPV will follow the following principles:

■ PMC will have the rights of fixing tariff and all existing taxes and charges will
continue to go to it. Revenue created from new infrastructure/ projects will go to SPV
■ SPV will discharge all responsibilities under Smart City Mission: A) ICT based pan
city initiative and B) Local area development for area selected under smart city
■ PMC can transfer the amenity spaces and PMC land in ABB area at no cost to the
SPV so that it can develop these areas for citizens
■ To ensure smooth functioning as execution arm, SPV to have the ability to do all
procurements and hire people and pay market salaries, if required
■ SPV to assist in undertaking key municipal functions in SPV area (e.g., collect
property taxes, collect user charges, give building permissions)
■ SPV to work as developer for slum rehabilitation in ABB
■ SPV to have Service Level Agreements (SLAs) with municipal department in SWM,
Water etc and the ability to outsource part of these functions within the ABB area
■ SPV to undertake development of 70 acre of greenfield private land
in the ABB region through a TP land pooling scheme
Page 69 of 92
34. CONVERGENCE
In Table 7, give details of the government (Central, state/ULB) departments, parastatal organizations
and public agencies who will be involved with the time-bound execution of each of the project
activities/components (both area-based and pan-city) you have identified. (In Annexure 3, include a
flowchart showing the network/relationships that the SPV will form with government and non-
government agencies, and indicating the nature of connection with each entity.) (max. 50 words per
cell)
TABLE 7
S.No Acti vity/ Component Department/agency/ Role/responsibility
organization
1 Transit hub and start-up zone: - PMC - SPV to develop Transit and
Developing a multi-modal transit hub, a - PMPML Start-up hub, including
start-up hub and multi-level car park in 10 - MSRTC Multi-level car parking in the 10
acres of Octroi Naka land in ABB acre land in the ABB area
(involve bidding process and
selecting partners through PPP
model)
- MSRTC will chart out routes
operating out of the transit hub
- MSRTC to manage operations
of inter-state & inter-city buses
- PMPML to manage operations
of buses (BRT, feeder)
- SPV be the umbrella body
coordinating between PMC,
PCMC & PMPML
2 Riverfront: - PMC - PMC responsible for

Development of 3.5km river strip in ABB to - CWRPRS (Central Water end-to-end development and
create Power Research Station) O&M of the riverfront
- Urban farms - MPCB (Maharashtra - Irrigation department to
- Leisure zone Pollution Control Board) provide NOC for the project
- Anchor point - Collectorate - MPCB to track the pollution
- Retail zone - Irrigation department levels and impact of
- Walking promenade - NGT (National Green development
- Mixed use space Tribunal) - NGT to monitor the
environmental/ green cover
impact
- CWPRS to look into the
hydraulics survey,
computerised simulation and
modelling of the riverfront
- Collectorate to be kept in loop
and informed about all activities
3 Smart grid and solar power generation: - PMC MSEDCL to prepare plan for
- Smart grid - MSEDCL (Maharashtra smart grid in ABB, appoint PIA
- Revamp of T&D network State Electricity Distribution to conduct feasibility, prepare
- Underground wiring Corporation Limited) DPR, execute projects, put in
- Solar roof tops - MoP (Ministry of Power) place mechanisms under net
and MNRE (Ministry of New metering program. MoP, MNRE
and Renewable Energy) to approve DPR for smart grid,
provide funding approvals
PMC to grant 'right of way'
permissions for implementation,
conduct camps to ensure
maximum citizens opt for solar
energy plans, arrange statutory
clearances & work permits,
coordinate with all stakeholders.
Page 70 of 92
TABLE 7
organization
4 Sanitation and waste management PMC - PMC employees responsible
- Solid waste management for door-to-door garbage
- Sanitation collection with Service Level
- Toilets Agreements (SLAs) with SPV
- Cleanliness of public spaces - SPV responsible for waste
segregation, transportation and
transfer station operation
- Organic waste processing
plant to be run by either PMC or
private operator
- SPV responsible for
cleanliness, sanitation ABB
- Community, school toilets
constructed by SPV, O&M by
PMC
5 Safety and security -PMC - SPV to setup and manage
- CCTV surveillance - Police department O&M of the emergency
- Emergency response center - Hospitals response center
- Fire department - SPV to procure police
vehicles, ambulances,
fire-fighting equipments etc and
provide to Police /Hospitals/Fire
station via SLAs
- Police/Hospital/Fire
department to be responsible
for O&M
- PMC to provide additional
policemen to SPV, SPV will
have the option of setting up
and managing private security
force, if needed
6 E-governance and digital PMC - SPV responsible for setting up
- Integrated operations center and managing O&M of central
- Citizens’ desk command center, utility
- Citizen app sensors, communication
- Public Wi-Fi network and platform
- SPV to setup and run the
citizen service centre
- PMC to provide back-end
support to services provided in
the Citizens’ Service Centre
(e.g. birth certificate) via SLAs
- SPV to setup optical fiber
network and will be responsible
for O&M
7 Slum redevelopment and affordable housing - PMC - SPV responsible for

- SRA redevelopment of 2.25 acres of
slums on private land in the
ABB region
- SRA responsible for overall
governance, including consent
and eligibility
- SPV to undertake
socio-economic transformation
initiatives in slum areas in ABB
and work towards improving
healthcare and education
facilities and build skills to
generate employment; PMC to
support SPV in this initiative
Page 71 of 92
TABLE 7
organization
8 Slum redevelopment and affordable housing - PMC SLA with PMC to provide bulk
Water supply and sewage - Housing societies water at pre-defined rate, build
- Build infrastructure to provide adequate key infrastructure to supply 150
water supply lpcd. Major O&M issues t taken
- Smart metering up by PMC, minor issues by
- River cleaning and Root-zone technology SPV. Water supply, sewage
- Rain-water harvesting managed by PMC with SLAs.
SPV to install & manage
root-zone technology & physical
river cleaning. SPV to build
rain-water harvesting sumps in
housing societies, societies
responsible for O&M. Baner
STP to be augmented and
managed by PMC
9 Transportation and mobility - PMC SPV to construct roads, bus
- BRT network (roads, bus stops) - PMPML stops for the BRT network in
- Electric buses - PCMC the ABB area; responsible for
- E-rickshaws - PMRDA O&M of 54 bus stops in ABB.
- Footpaths and street redesign PMPML to manage and run the
- Junction redesign buses, SPV has the option of
- Public bicycle system (PBS) contracting additional buses on
specific routes, if required. SPV
to procure e-buses, e-rickshaws
that will be contracted out to
private operators. SPV to setup
PBS in ABB & University area,
PMC to support, facilitate and
grant permissions. SPV to
undertake road, junction and
footpath redesign.
10 Pan-city transport initiatives: - PMC SPV to setup Smart ITMS
- Smart ITMS enabled public transport - PMPML solutions in PMPML buses and
- Intelligent adaptive traffic management - Traffic Police be responsible for O&M. SPV to
- Smart parking at MLCPs setup intelligent adaptive traffic
- Private bus aggregators management solutions across
- Intelligent road asset management 319 signals and manage O&M,
- E-challans traffic police to operate. PMC to
construct 7 MLCPs , SPV to
setup and manage O&M of
Smart Parking. Traffic Police to
ensure enforcement of parking
rules. SPV to setup Intelligent
Road Asset Management, PMC
to handle O&M. SPV to setup
e-chalaan systems and manage
O&M.
11 Pan-city Water and Sewage - PMC SPV to install smart bulk and
- Smart bulk, commercial and domestic smart commercial metering,
metering manage O&M;PMC to manage,
- 24X7 water pilot use data, collect revenues. SPV
- Helium leak identification to conduct helium leak
- Energy generation at STP identification; PMC to plug
- Grievance redresssal app leaks. SPV to setup grievance
- ‘I give up water subsidy campaign’ redressal system, managed by
PMC (including O&M). SPV to
launch, manage ‘Give up Water
subsidy campaign, install smart
meters; PMC to manage O&M,
billing collections. SPV to
install power generation
capacity in Naidu STP
Page 72 of 92
35. PPP
In Table 8, give details of all the private companies/corporations/organizations that need to be
engaged with the execution and operations &maintenance of the various activities and
componentsenvisaged in this proposal, along with a description of their roles and responsibilities as
basic TORs. Use appropriate terms such as ‘vendor’, ‘concessionaire’, ‘JV partner’, etc. (max. 50
words per cell)
TABLE 8
S. Acti vity/ Component Company/corporation/ Role/responsibility
No organization (basi c TOR)
1 Solar panel on roof-tops of buildings PRAYAAS (PEG) to Advice SPV (and PMC) on ABB
formulate plan, vendors solar strategy:
(Suryatech, Sunpower) to 1. Techno-economic analysis,
execute solar projects in and business model to deploy
direct PPA with customer Rooftop Solar PV (RTPV)
2. Communication and
awareness campaign to
increased use of solar energy
by citizens
3. Develop of citizen friendly
tool to promote solar energy
4. Coordinate with stakeholders
to ease procedural
requirements for faster uptake
of RTPV
2 Smart grid and net metering India Smart Grid Forum 1. Create DPR on T&D
(ISGF) to plan with strengthening
MSEDCL executing it along 2. Execute installation of smart
with National Smart Grid meters to improve visualization
Mission of energy consumption and
power quality management
Solid waste management, Public toilets and Private vendors and small Construct proposed toilets with
sanitation developers smart features as rooftop solar
panels and manage O&M
Operate garbage collection
trucks with door to door
collectors, operate SWAT
service
3 Smart ITMS enabled public transport Potential vendors are KPIT, Provide systems to PMC as
L&T, Siemens (PPP also requested by PMPML,
possible) including:
1. Bus ITS, VTS and VMS for
Hard infrastructure revamp buses
of bus stops - builders 2. PIS with ETA algorithm for
190 bus stops (hard
infrastructure revamp to be
done by builders) and code
based SMS ETA service for all
bus stops
3. Passenger Mobile App, Wi-Fi
on 510 buses with 3G, in-bus
entertainment system
4. 5 years O&M
5. If PPP, Vendor gets
advertising rights
Page 73 of 92
TABLE 8
4 Adaptive Traffic Management Sytems with Potential vendors - Wipro, Adaptive traffic management
Central Traffic control center KPIT, L&T, Siemens system and Central Traffic
control center
1. Install systems, solar panels,
pedestrian button, UPS
2. Setup central traffic control
center hardware, application
and manage system integration
3. Setup Pedestrian buttons on
select junctions
4. Create App based alert
systems, emergency corridors,
traffic PIS
5. 5 years O&M
6. Training of PMC employees
5 Smart Parking, e-buses and e-rickshaws Potential Smart Parking Smart Parking vendors : Install
vendors - Wipro, KPIT, sensors, PIS, app cards,
L&T, MassTrans manage 5 year O&M, undertake
training of PMC employees
E-bus and e-rickshaw E-buses and E-rickshaw
vendors - KPIT, Hero, suppliers: Provide 100 Wi-Fi
Mahindra, enabled e-Buses/100
e-rickshaws, setup charging
E-bus PPP partners - infrastructure and provide 5
Prasanna Purple, Metrozip years maintenance support
E-bus and E-rickshaw operators
E-rickshaw PPP partners – (PPP): Operate on a
small private operators revenue-sharing PPP model,
via SLAs for on-time service
and good maintenance
6 NMT Infrastructure and Public Bicycle Sharing Urban Planners like Urban Designers to designs for
systems (PBS) Prasanna Desai Architects, footpaths, bicycle lanes,
Embarq (NGO) to assist in junctions and pedestrian zones
planning and system design PBS PPP operator responsible
for procurements cycles and
Potential PBS consultants – stations, plan and setup of
Embarq, iTrance, Prasnna stations, user information and
Desai Architects registration systems - websites,
mobile apps, call centre and
Potential PPP operators – static information at station,
Kerberon automatics, TAF, O&M and fare collection
Chartered Cabs and Next through terminal and other
Bikes channels, insurance (all risk of
vandalism with operator)
7 Smart Traffic Analysis and Management: Intelligent Road Asset IRAMS vendor to create GIS
Management Systems- data repository of existing
-Intelligent Road Asset Management Systems Pavetech roads, deploy systems and
(IRAMS) Traffic Anaysis using Mobile software, and train PMC
GPS Feed - Citiogik for employees
-Traffic Analysis using Mobile GPS feeds Software, Network Traffic analysis using mobile
operators like Airtel, vendor to provide software
- E-Challan Systems with smart e-payments Vodafone etc for GPS data solution and perform analysis,
E-Challan System - also responsible for updating
MahaOnline for apps, and maintenance support
server space and online For E-challan, MahaOnline to
platform, Vodafone for provide server space and
connectivity, tablets and co-host platform, Telcos to
paper rolls provide sim cards to connect
android based tablets & printers
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TABLE 8
8 E-governance and digital Potential vendors for IOC IOC: Procure, install equipment,
- Intelligent operations centre and Citizen services – provide proprietary license,
- Citizens’ desk Wipro, Oracle, IBM, DigiTel, software, monitor services and
- Citizen app Siemens, Cisco, Tech provide high-end analytics
- Public Wi-Fi Mahindra Digitisation of SPV and Citizens’
Service Centre: Undertake all
Potential Public Wi-Fi and digitization initiatives, setup &
optical fibre vendors/PPP manage website,app, back-end
partners - Wipro, Vodafone platform, staffing of citizen desk
and Reliance PuneTel Card: Install systems,
implement, integrate, DCP
rules, provide support.
Public Wi-Fi: Setup optic fibre
network across ABB, install
Wi-Fi access points, manage
O&M and collect revenues
9 Safety and security Potential vendors – L&T, CCTV vendor to install cameras
- CCTV surveillance Allied Digital, Siemens, and manage O&M.
- Emergency response center Cisco, IBM etc Security vehicles vendor to
procure and provide
maintenance support for
vehicles used by police,
hospitals etc.
Emergency Response Centre
vendor to procure and install
equipment, provide proprietary
license and software, manage
services and provide high-end
analytics through FTEs. Futher
deploy FTEs for all 3 shifts in
the 911 dispatch centre; under
supervision of SPV employees
10 Real-estate and land-development: Contract to a developer 1. Development and transit

-Transit+ startup hub construction through tendering process hub/start-up hub/slum
-Slum Re-development redevelopment/affordable
-Affordable Housing for EWS/LIG housing
- Riverfront development 2. Work as partners with local
- Development of amenities and open spaces governance body to ensure
benefit is passed on to intended
citizens
3. Co-ordinate with all
stakeholders (SRA for slum
rehabilitation, etc)
4. Ensure timely construction of
the space
5. Ensure handover of the
space among the beneficiaries
11 Smart Metering: Smart Bulk Metering with Potential metering The construction company will
DMA Isolation and SCADA across entire companies -Kamstrup, be responsible for DMA
water network, Smart Metering across 100% Arad, Itron, Sensus Isolation, Inserting new
of commercial establishments, Introduce Construction companies - pipelines; Smart metering
domestic metering via a voluntary “Give up Envirozing Consultants, vendor will be responsible for
your water subsidy” scheme along with a Gonwana Engineers Procurement and Installation of
telescopic tariff the Meters, Meter reading and
Use ICT based solutions to reduce bill generation, O & M for five
losses/NRW, improve customer service and years
generate electricity: Advanced Helium Leak
Identification, Customer survey on GIS
platform to record all connections
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36. STAKEHOLDER ROLES

Attach one A-4 sheet (part of 'Annexure 3'), containing an organogram showing the relations hips:
a) MPs, MLAs, MLCs.

b) Mayors, Councilors, other elected representatives.
c) Divisional Commissioner
d) Collector
e) Municipal Commissioner
f) Chief Executive of the Urban Development Authority/ Parastatal
g) Consultant (S elect from empanelled list)
h) Handholding Organisation (Select from following list: World Bank, ADB, JICA, US TDA, AFD, KfW,
DFID, UN Habitat, UNIDO, Other)
i) Vendors, PPP Partners, Financiers
j) Others, (eg. community representatives) as appropriate to your city
Page 76 of 92
E. FINANCIAL PLAN
The development of bankable proposals will be a key success factor in the Smart City Mission. In order to
arrange appropriate amounts and types of funding and financing for your SCP, you must keep financial
considerations always in mind while preparing your overall strategy and the pan-city and area-based
proposals. It is anticipated that innovative means of funding and financing the projects will be necessary. For
this purpose, you must evaluate the capacity of the ULB and the SPV to undertake self-funded development
projects, the availability of funds from other government schemes that will converge in your S CP (refer
Questions 13 and 26), and the finance that can be rais ed from the financial market.
37. ITEMISED COSTS

What is the total project cost of your Smart City Proposal (SCP )? Describe in detail t he costs for each
of the activities/components identified in Questions 31. (Describe in Max. 300 words)
A comprehensive costing for SCP has been done across all pan-city and area based
development. The estimated cost of Pune’s Smart City is ~INR 3000 cr (Capex INR 2380
and Opex INR 580 cr). While Opex is covered under question 39, below is split-up of
capex: (Exhibit 32)
■ Local Area Development - INR 1850 cr: (A) Marquee riverfront development along with
river cleaning INR 100 cr (B) 24X7 electricity supply, smart grid and solar panels: INR
364 cr (C) Water and sewage: Reservoirs INR 87 cr, Smart metering INR 22 cr,
Society-level sumps INR 6.4 cr, Storm-water drains 43 cr, STP augmentation 100 cr,
root-zone technology INR 8 cr (D) Waste and sanitation: SWM INR 16 cr, public toilets
INR 2 cr (E) Open spaces and amenities: Gardens INR 1.25 cr, Open vegetable market
INR 1.6 cr, community hall INR 10 cr (F) NMT infrastructure: Footpaths INR 30.5 cr,
street redesign INR 189 cr, junction redesign INR 14 cr, placemaking INR 30 cr,
pedestrian road INR 5 cr, PBS 9.5 cr, roads and road widening INR 190 cr (G) Public
transport: BRT INR 210 cr, E-buses INR 125 cr, E-rickshaws 1.1 cr, ICT enabled bus
stops INR 27 cr (H) Citizen services, e-governance, security: CCTVs INR 27 cr, IT
connectivity INR 146 cr, Digital literacy INR 2 cr, fire-stations INR 3 cr, Smart parking INR
50 cr I) Slum redevelopment and affordable housing: INR 40cr.
■ Pan City transportation – INR 270 cr: (A) Adaptive Traffic Management Systems: INR
123 cr (B) Bus system ITMS: INR 70 cr (C) Command Control Center: INR 42 cr (D)
Smart Parking initiatives: INR 15 cr (E) Intelligent road management: INR 3 cr (F) Traffic
Modeling (Citilogik): INR 18 cr (G) E-challan 1 cr
■ Pan City water – INR 240 cr: (A) Smart Bulk meters with DMA isolation and SCADA:
INR 83 cr (B) Consumer awareness campaign: INR 20 cr (C) Pilot DMA for 24x7 water
supply: INR 22 cr (D) Smart commercial meters: INR 60 cr (E) Domestic Meters (via
voluntary “Give up your water subsidy” campaign): INR 20 cr (F) Advanced helium leak
identification: INR 19.4 Crores (G) Customer Survey on GIS: INR 5 cr (H) Electricity
generation through Naidu STP: INR 6 cr (I) Suite of web and app based solutions: INR
6.5 cr
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38. RESOURCES PLAN

Describe the financing sources, the own-sources of income, the financial schemes of the Cent ral or
State governments for which your city/SPV is eligible, which can be used to fund the S CP proposals
and pay back loans. Briefly describe an action-plan for resource improvement to make the ULB
financially self-s ustaining. (max. 1500 words)
As discussed in the previous question, implementation of Smart City initiatives in Pune

will require around INR 3000 cr capex and opex across 5 years. The key elements of
funding this are:
■ Smart City Mission – INR 1000 cr (this is as per MOUD guidelines, with 500 cr coming
from centre and balance from State/ ULB)
■ Central government schemes – Based on extensive work done on convergence, at

least INR 700 cr from other missions can be used as part of smart city initiative. This will
consist of, for example,
– Ministry of Power’s IPDS scheme for Smart Grid: Transmission and distribution (T&D)
network strengthening will be taken up under IPDS to ensure that utility services are
future-proof (304 cr)
– Atal Innovation Mission for setting up start-up hub: Setting up start-up hub along with
NASSCOM in the area can be linked to the Atal Innovation Mission. The project could be
partially funded through the funds earmarked for the mission in 2015-16 (150 cr)
– National River Conservation project: About INR 100 cr of the INR 990 crore pan-city
project funded under this scheme will be used for the area
– FAME scheme to procure electric buses (likely to get 70 cr)
– Additional schemes like Housing for All, AMRUT, Digital India Mission and Swachh
Bharat Mission can provide an additional 100-200 cr
■ Land monetization: While an overall land monetization plan has been created, PMC
can monetize 10 acres of own land in ABB area through auction, generating 1000 cr. It
also has additional option of land pooling 70 acres of private owned land in ABB area,
which is currently unoccupied and can be monetized through land pooling and greater
FSI, generating at least 1000 cr more as a cushion, if required
■ There are a few projects that can be awarded in PPP/ developer mode, thus ensuring
that the fund requirements are taken care of, e.g.,
- IT connectivity project in ABB area

- Solar project in ABB area
- LED smart street lighting
- Development of start-up hub
- Development of transit hub
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■ CSR funding: Pune has a very strong CSR culture. Pune has also established Pune
City Connect (PCC) to fund critical city initiatives through CSR. Poonawala group has
already committed 100 cr towards solid waste management initiatives in the city. As per
conservative estimates, Pune should be able to get at least 100 cr additional CSR funds
(20 cr per year), taking the total CSR funds for smart city to 200 cr.
■ Additional revenue from better services and collections: Based on calculations, SPV
can earn an additional 210 cr revenue from better services. This would consist of:
- 115 cr from e-buses running in ABB

- 19 cr from public bicycle scheme in ABB
- 7 cr as additional revenue from SWM in the area (due to better collection and disporsal)
- 14 cr from ITMS advertisement revenue in buses
- 52 cr from smart parking
Pune has, therefore, created a detailed plan to fund 3000 cr of smart city initiative, with
1000 cr+ buffer through private land monetization. In addition, PMC can also help with
two additional sources, if required:
■ Existing PMC capex budget: Pune is one of the municipalities in India that has
consistently spent on capex. Over last few years, it has spent around 1,400 cr every
years on capex. Some of these funds could be diverted (post the approval of General
Body and Standing Committee of PMC) to Smart City Project, if required.
■ Loans (Municipal bonds, Project level infra bonds, ADB, WB, JICA): Pune has taken
several measures that will enable PMC to borrow from the market. Firstly, it has a strong
balance sheet that is backed by AA Fitch rating. Secondly, Pune has moved ahead with
the creation of a separate Pune Infrastructure Fund, which will ring-fence money from
land monetization for exclusive infrastructure development. Based on strong rating and
ring-fencing, we believe that Pune can borrow 500-700 cr every year from market at
attractive rates. Several infrastructure financing companies have already shown interest
in financing Pune’s ambitious plans.
Page 79 of 92
Page 80 of 92
39. COSTS
What is the lifetime cost estimated for your area-based development and your pan-city solution/s? A dd
O&M costs wherever applicable. (max 500 words)
Total lifetime cost of SCP is INR 3000 cr (total 5 years’ timeline) with capex of INR 2370
cr and opex of INR 564 cr. While capex is covered under question 37, below is split-up
of lifetime development cost [Note: all opex figures is upto 2020] (EXHIBIT 32)
■ Local Area Development – life-time cost of INR 2200 cr:
A) Marquee riverfront development along with river cleaning Total INR 105 cr, capex
INR 100 cr, opex INR 5 cr
B) 24X7 electricity supply, smart grid and solar panels: Total INR 420 cr, capex INR 364
cr, opex INR 56 cr
C) Water and sewage: (i) Reservoirs Total INR 100 cr, capex INR 87 cr, opex 13 cr (ii)
Smart metering Total INR 24 cr, capex INR 22 cr, opex INR 2 cr (iii) Society-level
sumps Total INR 10.4 cr, capex INR 6.4 cr, opex INR 4 cr (iv) Storm-water drains total
INR 44 cr, capex INR 43 cr, opex INR 1 cr (v) STP augmentation total INR 105 cr,
capex INR 100 cr, opex INR 6 cr (vi) Root-zone technology total INR 9 cr, capex INR 8
cr, opex INR 1 cr
D) Waste and sanitation: (i) SWM Total INR 37 cr, capex 16 cr, opex INR 21 cr (i)
Public toilets Total 2 cr, capex INR 1.5 cr, opex INR 0.5 cr
E) Open spaces and amenities: (i) Gardens Total INR 1.5 cr, capex INR 1.25 cr, opex
INR 0.25 cr (ii) Open vegetable market Total INR 2 cr, capex INR 1.6 cr, opex INR 0.4 cr
(iii) Community hall Total INR 11 cr, capex INR 10 cr, opex INR 1 cr
F) NMT infrastructure: (i) Footpaths Total 36 cr, capex INR 30.5 cr, opex 5.5 cr (ii)
Street redesign Total 215 cr, capex INR 189 cr, opex 26 cr (iii) Junction redesign Total
INR 17 cr, capex INR 14 cr, opex 3 cr (iv) Placemaking Total 36 cr, capex INR 30 cr,
opex INR 6 cr (v) Pedestrian road Total INR 6 cr, capex INR 5 cr, opex 1 cr (vi) PBS
Total INR 15 cr, capex 9.5 cr, opex 5.5 cr (vii) Roads and road widening: Total INR 226
cr, capex INR 190 cr, opex 36 cr
G) Public transport: (i) BRT Total INR 210 cr, capex INR 210 cr, opex 6 cr (ii) E-buses
Total INR 240 cr, capex INR 125 cr, opex INR 115 cr (iii) E-rickshaws Total INR 1.1 cr,
capex INR 1.1 cr (iv) ICT enabled bus stops Total INR 31 cr, capex INR 27 cr, opex INR
4 cr
H) Citizen services, e-governance, security: (i) CCTVs and citizen services: Total INR 35
cr, capex INR 27 cr, opex INR 8 cr (ii) IT connectivity: Total INR 151 cr, capex INR 146
cr, opex 5 cr (iii) Digital literacy Total INR 2 cr, fire-stations Total INR 3 cr (iv) Smart
parking Total 50 cr, capex INR 50 cr
I) Slum redevelopment and affordable housing: INR 40 cr, Skilling of youth Total INR 2
■ Pan City transportation – lifetime cost of INR 400 cr:

A) Adaptive Traffic Management Systems: Total INR 123 cr, capex INR 123 cr
B) Bus system ITMS: Total INR 105 cr, capex INR 70 cr, opex INR 34 cr
C) Command Control Center: Total INR 48 cr, capex INR 42 cr, opex INR 6 cr
D) Smart Parking initiatives: Total INR 62 cr, capex INR 15 cr, opex 47 cr
E) Intelligent road management: Total INR 5 cr, capex INR 3 cr, opex 2 cr
F) Citilogik Solution on Traffic Modeling: Total INR 28 cr, capex INR 10 cr, opex 18 cr
G) E-challan: Total 9 cr, capex 1 cr, opex 8 cr
■ Pan City water – lifetime cost of INR 280 cr:
Page 81 of 92
A) Smart Bulk meter: Total INR 86 cr, capex INR 83 cr, opex 3 cr
B) Consumer awareness campaign: Total INR 20 cr (yearly 4 cr)
C) Pilot DMA for 24x7 water supply: Total 34 cr, capex INR 22 cr, opex INR 12 cr
D) Smart commercial meters: Total 68 cr, capex INR 60 cr, opex INR 8 cr
E) Domestic Meters (via voluntary scheme): Total INR 28 cr, capex 20 cr, opex 8 cr
F) Helium leak identification: Total INR 22 cr, capex INR 19 Crores, opex INR 3 cr
G) Customer Survey on GIS: Total INr 6 cr, capex INR 5 cr, opex 1 INR cr
H) Electricity generation at Naidu STP: Total INR 7 cr, capex INR 6 cr, opex INR 1 cr
I) Suite of web and app based solutions: Total INR 6 cr
All of the capex and opex numbers are based on detailed estimates received from
experts and supplier. For example, for SWM, 2020 population of ABB area was
modelled, (75,000) and then benchmark garbage generation (650 gm/person/day) was
used to get daily garbage (50 tons/day). Typical tipping fee for sweeping to disposal
(INR 2000/T) was then used to determine total cost (3.5 cr/yr). Cost of O&M of transfer
station, trucks, odor control system etc (4.5 cr/year) was added to get yearly cost (8 cr)
40. REVENUE AND PAY-BACK

How will the area based development and the pan-city smart solutions(s) of your city be financed? If
you plan to seek loans or issue bonds, what revenue sources will be used to pay back the loans ?
(max. 250 words)
Out of all initiatives, the ones that will actually cost Pune will be INR 3000 cr. Pune has
created a comprehensive plan to fund this (as detailed in Question 38) with:
■ Smart City Mission – INR 1000 cr
■ Central government schemes – INR 700 from convergence
■ Land monetization – INR 1000-2000 cr (own land + private land pooling, if required)
■ PPP/ developer financing: INR 140-150 cr
■ CSR funding: INR 200 cr
■ Additional revenue from better services and collections: INR 210 cr additional revenue
from different sources
Therefore, Pune will generate at least INR 3100 cr funds from various sources. These
funds will be used to award packages to different vendors as per packages described in
questions 31 and 37, as well as to cover the O&M cost described in Question 39.
While funding calculation indicates that Pune is self-sufficient and may not be required to
raise significant money from the market through either loans or bonds, it is in a very
strong position to do so, in case the need arises. This is due to three reasons:
■ PMC is perhaps one of the strongest ULBs in India financially. It was recently rated AA
by Fitch
■ PMC has created a separate Pune Infrastructure Fund with ring fencing, which can be
used to raise debt
■ Several infrastructure financing agencies have expressed interest in financing Pune, in
case the need arises (e.g. World Bank, ADB, Essel Infra)
In case Pune borrows from the market, it intends to pay back from primarily two sources:
■ Land monetization: as indicated earlier, Pune has created a comprehensive plan to
monetize land, which can be used to pay back loans
■ Additional revenues: with projections of 400-500 INR cr of additional revenues, PMC
can pay back loans from these additional sources of revenues.
Page 82 of 92
41. RECOVERY OF O&M

What is your plan for covering the Operations & Maintenance costs for each of the
activities/components identified in Questions 31? (max. 1000 words)
For the SPV to be sustainable, it is critical to have a model where most of its annual
opex is covered by one of six models
(a) Revenue generated from its own projects or services (e.g. advertising rights on
e-buses that are run by the SPV)
(b) Incremental revenue generated shared by parastatal or other government agencies
(e.g. PMPML shares additional revenue from increased ridership because of SPV’s
public transport ITMS solutions)
(c) O&M cost is borne by parastatal or government agencies as part of their regular
municipal budget (e.g. PMC water department to bear O&M cost of smart commercial
and bulk water meters, PMC road department to bear O&M cost of new roads)
(d) Revenue sharing model with a private operator (e.g. e-rickshaw revenue shared with
the SPV)
(e) Direct agreement between citizens’ and project implementation authority (e.g. Solar
panel O&M will be borne by the citizens, and directly paid to the third-party solar energy
vendor)
(f) Grants and CSR funds from corporates and NGOs (e.g. O&M of parks and open
spaces will be funded by corporate CSR funding through ‘adopt a park’ initiative)
The total annual opex requirement for the SPV will be INR 160-170 cr, out of this INR 50
cr will be provided by PMC, INR 40 cr from other government agencies and projects,
INR 50-60 cr will be revenue generated by projects. Viability gap funding will have to be
provided for the balance INR 20-30 cr. The split of yearly opex and revenue generated is
as below: (EXHIBIT 32)
■ Local Area Development – opex of INR 115 cr/year, out which INR 36 cr/year provided
by PMC, INR 32 cr/year provided by other govt agencies and projects, and revenue from
projects will cover INR 37 cr/year. Balance INR 10 cr/year to be borne by the SPV
A) Marquee riverfront development along with river cleaning opex of INR 2.5 cr/year will
be borne by corporate CSR funds
B) 24X7 electricity supply, smart grid and solar panels: opex of 18 cr/year will be partly
borne by MSEDCL as part of their regular T&D maintenance budget and part will be
borne by the user via an agreement with private solar power company
C) Water and sewage: (i) Reservoirs opex of 4.4 cr/year covered by regular PMC budget
(ii) Smart metering opex of INR 0.4 cr/year covered by regular PMC budget (incremental
revenue accrues to PMC) (iii) Society-level sumps opex of INR 0.8 cr/year paid for by
housing societies (iv) Storm-water drains opex INR 0.4/year covered by PMC (v) STP
augmentation opex of INR 5 cr/year will be covered by regular PMC budget (vi)
Root-zone technology opex of INR 0.2 cr/year borne by SPV
D) Waste and sanitation: (i) SWM opex of INR 6 cr/year will be recovered INR 2 cr of
cess, INR 2 cr of CSR funding and balance INR 2 cr borne by SPV (i) Public toilets opex
of INR 0.1 cr/year through CSR and NGO funds
E) Open spaces and amenities: (i) Gardens opex of INR 0.15 cr/year recovered through
CSR runds (ii) Open vegetable market opex INR 0.08 cr/year, revenues nil (iii)
Community hall opex INR 1 cr/year, opex of 0.5 cr/year offset by revenue
F) NMT infrastructure: (i) Footpaths opex of INR 1.5 cr/year borne by PMC roads
department (ii) Street redesign opex of 7 cr/year borne by PMC (iii) Junction redesign
Page 83 of 92
opex of 0.7 cr/year borne by PMC (iv) Placemaking opex of INR 0.8 cr/year borne by
SPV (v) Pedestrian road opex of INR 0.6 cr/year covered by revenues from leasing out
space (total revenue potential of INR 5 cr) (vi) PBS opex of INR 2.2 cr/year is partially
borne by revenues INR 0.7 cr/year and balance is borne by SPV (vii) Roads opex of 15
cr/year will be borne by PMC roads department
G) Public transport: (i) BRT opex of INR 11 cr/year is borne by PMPML (ii) E-buses
opex of INR 29 cr/year covered by fare and advertising revenues (iii) E-rickshaws opex
borne by operator (iv) ICT enabled bus stops opex of 1.4 cr/year borne by SPV and
partially offset by revenue from advertising
H) Citizen services, e-governance, security: (i) CCTVs, command center and e-services
opex of 2 cr/year will be borne by SPV (ii) IT connectivity opex of INR 1.5 cr/year will be
borne by private network operator (iii) Digital literacy one-time cost of INR 2cr borne by
SPV (iv) Smart parking opex is included in pan-city costing
I) Slum redevelopment and affordable housing: (i) Affordable housing and slum
redevelopment opex of INR 0.8 cr/year recovered from residents (ii) Skilling of youth
one-time cost of INR 2 cr borne by SPV
Pan City transportation – opex of INR 30 cr/year out of which INR 15 cr/year will be
covered by revenue generated, 11 cr/year from PMC, PMPML and Traffic police, and
balance 4 cr/year borne by SPV
A) Adaptive Traffic Management Systems: O&M is packaged in the contract and the
vendor will be responsible for 5 years of O&M
B) Bus system ITMS: opex of INR 10 cr/year will be partly covered by advertising
revenue (INR 4.2 cr/year) and rest borne by PMPML
C) Command Control Center: opex of INR 2.5 cr/year borne by the SPV
D) Smart Parking initiatives: opex of INR 9 cr/year will be partly covered by revenues
(INR 10 cr/year)
E) Intelligent road management: opex of INR 0.5 cr/year will be passed on to the PMC
roads department
F) Citilogik Solution on Traffic Modeling: opex of INR 2.5 cr/year will be passed on to
PMC
G) E-challan: opex of INR 2 cr/year will be borne by traffic police
F) Connectivity cost of INR 3 cr/year will be borne by the SPV
■ Pan City water – opex of INR 11 cr/year of out which INR 10 cr/year will be covered by
PMC and balance INR 1 cr/year will be borne by the SPV
A) Smart Bulk meter: opex of INR 0.8 cr/year will be covered by PMC (as part of regular
maintenance budget)
B) Consumer awareness campaign: INR 4 cr/year for 5 years packaged as a contract
(included in capex)
C) Pilot DMA for 24x7 water supply: opex of INR 4 cr/year will be passed on to PMC
water department
D) Smart commercial meters: opex of INR 2 cr/year will be covered by PMC as part of
regular maintenance budget (as PMC gets benefit of additional revenue)
E) Domestic Meters (via voluntary scheme): opex of INR 2 cr/year will be partly
recovered from users and balance covered by PMC
F) Helium leak identification: opex of INR 1 cr/year will be covered by PMC (as part of
regular maintenance budget)
G) Customer Survey on GIS: opex of INR 0.1 cr/year will be covered by PMC (as part of
regular maintenance budget)
H) Electricity generation at Naidu STP: opex of INR 0.2 cr/year will be covered by PMC
(as part of regular maintenance budget)
I) Suite of web and app based solutions: opex of INR 1 cr/year borne by SPV
Page 84 of 92
42. FINANCIAL TIMELINE

What is the financial timeline for your smart city agenda? Describe the milestones and target dates
related to fund flows, payback commitments, etc. that must be adhered to for the proposal to achieve
the vision set out in Table 5 (question 31)? (max. 1 page: A4 size)
Detailed cash flow including source of funds (smart city mission,

other government missions, land monetization, revenue from
projects, CSR) and uses of funds (capex by SPV, capex by other
government schemes, opex by SPV, opex by other government
and private bodies) for 5 years is shown in Exhibit 33.
Page 85 of 92
43. FALL-BACK PLAN

What is your plan for mitigating financial risk? Do you have any alternatives or fall-back plans if t he
financial assumptions do not hold? (max. 250 words)
4 types of financial risks exist in the implementation of the SCP. Mitigation plan has been
developed for each of the risk and has been outlined below:
1. Delay in receiving SCP funds from the State or the Center

In case of delay in releasing funds from the State or Center, reprioritization of projects will
be done and if required, high-capex and long-lead time projects (e.g. Construction of BRT
network, revamp of 46 km road in ABB etc ) will be pushed out to the next financial year
2. Delay or change in scope of hard infrastructure projects that converge with other
missions
In such event the dependent Smart City projects will be re-planned to ensure that they
match the new timelines of convergence projects. For example, if the Smart-grid project by
MSEDCL is delayed by one year, the smart electricity metering project will also be
re-planned accordingly.
3. Cost escalation or delay in execution of Smart City projects

Cost escalation and time delay is common in infrastructure projects. In order to ensure
that cost and time escalation is limited for Pune, SPV will be fully enabled and empowered
with the right global expertise. However, there is still buffer – thorough additional land
monetization and raising loans from the market – that can be exercised.
4. Delay in monetizing 10 acre land parcel in the ABB area

This is a major risk as almost one-third of the Smart City proposal is funded from
monetization of land parcels in the ABB area. In such event, the SPV shall seek short-term
commercial or multi-lateral loans which shall be from future cash flows from
land-monetization.
5. Low revenue from user charges and taxes (development charges, property tax and
building permissions)
Low revenue from user charges and taxes will threaten the financial viability and
sustainability of the SPV. PMC will run an extensive citizen engagement campaign to
ensure that citizens embrace slightly higher charges (if required) for much better services,
and ensure that it does not happen. The record of PMC in driving citizen engagement is
exemplary.
Page 86 of 92
ANNEXURE 1
S. No Feature Definition
A smart city constantly adapts its strategies incorporating views of its

1. Citizen participation
citizens to bring maximum benefit for all. (Guideline 3.1.6)
A Smart City has a unique identity, which distinguishes it from all

other cities, based on some key aspect: its location or climate; its
leading industry, its cultural heritage, its local culture or cuisine, or
2. Identity and culture
other factors. This identity allows an easy answer to the question
"Why in this city and not somewhere else?" A Smart City celebrat es
and promotes its unique identity and culture. (Guideline 3.1.7)
A smart city has a robust and resilient economic base and growth
Economy and strategy that creates large-scale employment and increases
3.
employment opportunities for the majority of its citizens.
(Guideline 2.6 & 3.1.7 & 6.2)
A Smart City provides access to healthcare for all its citizens.

4. Healt h
(Guideline 2.5.10)
A Smart City offers schooling and educational opportunities for all

5. Education
children in the city (Guideline 2.5.10)
A Smart City has different kinds of land uses in the same places;
6. Mixed use such as offices, housing, and shops, clustered together.
(Guidelines 3.1.2 and 3.1.2)
A Smart City encourages development to be compact and dense,

where buildings are ideally within a 10-minute walk of public
7. Compactness transportation and are loc ated close together to form concent rated
neighborhoods and cent ers of activity around commerce and
services. (Guidelines 2.3 and 5.2)
A Smart City has sufficient and usable public open spaces, many of
which are green, that promote exercise and outdoor recreation for all
8. Open spaces age groups. Public open spac es of a range of sizes are dispersed
throughout the City so all citizens can have access. (Guidelines 3.1.4
& 6.2)
Housing and A Smart City has sufficient housing for all income groups and
9.
inclusiveness promotes integration among social groups. (Guidelines 3.1.2)
A Smart City does not require an automobile to get around;

Transportation & distances are short, buildings are accessible from the sidewalk, and
10.
Mobility transit options are plentiful and attractive to people of all income
levels. (Guidelines 3.1.5 & 6.2)
A Smart City’s roads are designed equally for pedestrians, cyclists

and vehicles; and road safety and sidewalks are paramount to street
design. Traffic signals are sufficient and traffic rules are enforced.
11. Walkable Shops, restaurants, building entrances and trees line the sidewalk to
encourage walking and there is ample lighting so the pedestrian
feels safe day and night. (Guidelines 3.1.3 & 6.2)
A Smart City has a robust internet network allowing high-speed

12. IT connectivity
connections to all offices and dwellings as desired. (Guideline 6.2)
Page 87 of 92
A Smart City enables easy interaction (including through online and

Intelligent government telephone servic es) with its citizens, eliminating delays and
13.
services frustrations in interactions with government. (Guidelines 2.4.7 &
3.1.6 & 5.1.4 & 6.2)
A Smart City has reliable, 24/7 electricity supply with no delays in

14. Energy supply
requested hookups. (Guideline 2.4)
A Smart City has at least 10% of its electricity generated by

15. Energy source
renewables. (Guideline 6.2)
A Smart City has a reliable, 24/ 7 supply of wat er that meets national
16. Water supply
and global health standards. (Guidelines 2.4 & 6.2)
A Smart City has advanced water management programs, including

Waste water
17. wastewater recycling, smart meters, rainwater harvesting, and green
management
infrastructure to manage storm wat er runoff. (Guideline 6.2)
A Smart City treats all of its sewage to prevent the polluting of water
18. Water quality
bodies and aquifers. (Guideline 2.4)
A Smart City has air quality that always meets international safety
19. Air quality
standards. (Guideline 2.4.8)
A Smart City promotes state-of-the-art energy efficiency practices in

20. Energy efficiency
buildings, street lights, and transit systems. (Guideline 6.2)
Underground electric A Smart City has an underground electric wiring system to reduce
21.
wiring blackouts due to storms and eliminate unsightliness. (Guideline 6.2)
A Smart City has no open defecation, and a full supply of toilets

22.
Sanitation based on the population. (Guidelines 2.4.3 & 6.2)
A Smart City has a waste management system that removes

household and commercial garbage, and disposes of it in an
23. Waste management
environmentally and economically sound manner. (Guidelines 2.4. 3
& 6.2)
A Smart City has high levels of public safety, especially focused on

24. Safety women, children and the elderly; men and women of all ages feel
safe on the streets at all hours. (Guideline 6.2)
Page 88 of 92
ANNEXURE 2
Self-Asse ssment Form
Attach self-a sse ssment format given in supplementary template (Excel sheet),
with columns I-L duly filled
Page 89 of 92
ANNEXURE 3
Twenty sheets ( A-4 and A-3) of annexures, including
annexures mentioned in questions 32, 34, 36
S. No Particulars 
1 Exhibit 1: PMC Funding Requirement between 2015-2030

Exhibit 2:Framework to solve Pune’s transport & mobility problem
✔
2 Exhibit 3: Comprehensive framework to solve water issues
Exhibit 4: Land monetization to potentially raise additional INR1250-1450 cr annually
✔
3 Exhibit 5: Extent of citizen engagement, Exhibit 6: Vision and key issues
✔
4 Exhibit 7: : Citizen engagement: top issues by area, Exhibit 8: Top issues identified by
citizens for solutioning, Exhibit 9: 11 contiguous areas initially shortlisted
✔
5 Exhibit 10.1: Objective criteria applied by urban planners across 11 areas, Exhibit 10.2:
Criteria applied for area selection , Exhibit 11: Aundh Baner Balewadi Area
✔
6 Exhibit 12: Aspirations for key metrics of livability in ABB
✔
7 Exhibit 13: Planned 3.5 km of Riverfront Development in ABB
✔
8 Exhibit 14: Transit hub along with commercial development
Exhibit 15: Placemaking & redesign of streets and footpaths
✔
9 Exhibit 16: Redesign & Placemaking of Junctions
✔
10 Exhibit 17: Bicycle friendly redesign of roads with integrated Bicycle Network
Exhibit 18: Few examples – World class amenity spaces in ABB
✔
11 Exhibit 19: Google map traffic image at 7:30 pm on Monday
Exhibit 20: Challenge of water inequality in Pune
✔
12 Exhibit 21: Solution components for public transport items, Exhibit 22: Adaptive traffic
solution for Pune, Exhibit 23: Parking solutions for Pune
✔
13 Exhibit 24: 5 DMAs to pilot 24x7 water
Exhibit 25: 11 steps to convert 5 DMAs into 24x7 water supply zones
✔
14 Exhibit 26: Integrated Solutions for Aundh Baner Balewadi (A3-Exhibit)
✔
15 Exhibit 27: Integrated Pan City Solutions (A3-Exhibit)
✔
16 Exhibit 28: Critical milestones & timelines of Pan-City initiatives (A3-Exhibit) (Q.32)
✔
17 Exhibit 29: Implementation Plan for Local Area Solutions (A3-Exhibit)
✔
18 Exhibit 30: Relationship with government and non-government agencies (Q.34)
✔
19 Exhibit 31: Organogram with linkages of SPV with ULB & parastatal agencies (Q.36)
✔
20 Exhibit 32: Detailed funding and costing each project including capex, opex and revenue
Exhibit 33: Detailed 5 year cash flow including sources and uses of funds
✔
Page 90 of 92
ANNEXURE 4
(Supporting documents, such as government orders, council resolutions,
response to Question 33 may be annexed here)
S. No Particulars 
Recommendation of the Standing Committee of Pune Municipal Corporation for the Smart
1
City Plan and GB resolution of Pune Municipal Corporation to support Smart City ✔
Letter of support from Citizen Development Initiative for Asia (CDIA) to provide technical
2
expertise to support smart city development ✔
3 Letter of support from British High Commission
✔
SPV end-state organization structure (45-50 employees) along with detailed SPV
4
document (Q.33) ✔
Microsoft: Letter of Support for setting up Start up Accelerator in the start-up hub in Pune
5 ✔
6 Cyrus Poonawalla Group: Letter of Intent for mobilization of 100 Crores for improving Solid
Waste Management services in the city ✔
7 Pune City Connect: Letter of Intent for raising 500 Cr of funding through CSR which can be
used for municipal functions ✔
8 Letter of Intent for NRCP Project (990 cr project to revamp sewage system in the city)
✔
9 Approval Letter for JICA funding under NRCP
✔
10 Work Order for Non Motorized Transport infrastructure in the city to iTrans
✔
11 MoU with KPIT to provide Electric Buses, On Bus ITS system, charging infrastructure and
maintenance support for 7 years ✔
12 MoU with KPIT to provide Intelligent Traffic Management System support through On Bus
ITS/VTS, Cloud Based Command Centre Application and Bus Stops Information System ✔
13 MoU with Shuttl to provide private bus aggregator services to complement PMPML bus
services ✔
14 MoU with rBus-Limo to promote all PMC programs related to ride sharing, traffic
decongestion & environmental consciousness ✔
15 MoU with Embarq for to provide smart bicycles services in the city and undertake feasibility
study for Public Bicycle System in Pune ✔
16 MoU with NASSCOMM to provide guidance to PMC on developing and implementing ICT
solutions ✔
17 MoU with FICCI for support on Policy Advisory, Pilot Projects and Project Advisory and
Implementation regarding Smart Cities ✔
18 MoU with CII for support on Policy Advisory, Pilot Projects and Project Advisory and
Implementation regarding Smart Cities
✔
19 MoU with Prayaas for development of solar strategy for the city
✔
20 MoU with Institute of Transportation and Development Policy for providing support to
transportation planning ✔
Page 91 of 92
21 MoU with C-DAC to provide Departmental Diagnosis, Restorative Recommendations and

Project Advisory and Implementation ✔
22 MoU signed and Detailed Project Report of Smart grid project shared by India Smart Grid
Forum ✔
23 MoU signed with PMPML for sustainable Public transport aspects under Smart Cities
Mission, Providing PMPML assets/ infrastructure/buses for the smart features proposed ✔
24 MoU signed and Detailed Project Report of MSECLC's T&D revamp project in Pune
✔
MoU with CISCO for advice and expertise for development of IT based solution for the city
25
under the Smart City ✔
MoU with Persistent to support Pune smart city
26 ✔
Charter of Association for Pune Smart City Mission
27 ✔
Letter of support from MCCIA
28 ✔
Letter of Support from Zensar
29 ✔
Letter of support from Architects, Engineers & Surveyor's Association
30 ✔
Letter of support from Pune Hawkers Sarv Seva Sahkari Sanstha
31 ✔
Letter of support from Bhimjyot Hawkers Sanghatana
32 ✔
Letter of support from Janeev Hawkers Sanghatana
33 ✔
Letter of support from National Hawkers Federation
34 ✔
Letter of support from Pune Shahar Auto Rickshaw federation
35 ✔
Letter of support from the International Association of Lions Club
36 ✔
Letter of support form Azam College, Letter of support from SCMHRD
37 ✔
Letter of support from developers - Naik Navare AOP and Aditya Developers
38 ✔
Letter of Affiliation by IEEE Smart Cities Initiative for development of Pune as a Smart City
39 ✔
Pune Citizen pledge and support letter from CREDAI
40 ✔
Page 92 of 92

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INDIA SMART CITY MISSION

INDIA SMART CITY MISSION

THE SMART CITY CHALLENGE

SMART CITY PROPOSAL

SMART CITY CODE:

CONTENTS QUESTION NO. PAGE NO.

2. ✔ ADMINIS TRATIVE EFFICIENCY

4. ✔ STRATEGIC FOCUS AND BLUEPRINT

5. ✔ CITY VIS ION A ND GOALS

6. ✔ CITIZE N ENGA GEMENT

8. ✔ SELF-ASSESSMENT: ASPIRATIONS & IMPERATIVES

PART B: AREA BASED PROPOSAL

10. ✔ APPROACH & METHODOLOGY

11. ✔ KEY COMPONE NTS

12. ✔ SMART URBA N FORM

13. ✔ CONVERGE NCE AGENDA ✔ Table 1

14. ✔ CONVERGE NCE IMPLEME NTATION

15. ✔ RISKS ✔ Table 2

16. ✔ ESSENTIAL FEATURES ACHIEVEMENT PLAN

17. ✔ SUCCESS FACTORS

18. ✔ MEASURABLE IMPACT

PART C: PAN-CITY PROP OSAL(S)

20. ✔ COMPONE NTS

21. ✔ APPROACH & METHODOLOGY

22. ✔ DEMAND ASSESSMENT

23. ✔ INCLUS ION

24. ✔ RISK MITIGATION ✔ Table 3

25. ✔ FRUGAL INNOVATION

26. ✔ CONVERGE NCE AGENDA ✔ Table 4

27. ✔ CONVERGE NCE IMPLEME NTATION

28. ✔ SUCCESS FACTORS

29. ✔ BENEFITS DELIVERE D

30. ✔ MEASURABLE IMPACT

PART D: IMPLEMENTATION PLAN

31. ✔ IMPLEME NTATION PLAN ✔ Table 5

32. ✔ SCENA RIOS

33. ✔ SPV ✔ Table 6 ✔ 7 DOCUME NTS

34. ✔ CONVERGE NCE ✔ Table 7

35. ✔ PPP ✔ Table 8

36. ✔ STAKEHOLDER ROLES

PART E: FI NANCI AL PLAN

37. ✔ ITEMISED COS TS

38. ✔ RESOURCES PLAN

40. ✔ REVENUE AND PAY-BACK

41. ✔ RECOVERY OF O&M

42. ✔ FINA NCIAL TIMELINE

43. ✔ FALL-BACK PLAN

ANNEXURE 1 Smart City features

S. Essential Feature Confirm Para. No.

Assured electricity supply with at least 10% of the Smart City’s

Adequate water supply including waste wat er recycling and storm

3. Sanitation including solid waste management ✔ Q.16: Para 5

4. Rain water harvesting ✔ Q.16: Para 6

5. Smart metering ✔ Q.16: Para 7

6. Robust IT connectivity and digitalization ✔ Q16: Para 8

7. Pedestrian friendly pathways ✔ Q.16: Para 9

Encouragement to non-motorised transport (e.g. walking and